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Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV
Barrier Based Risk Management Workshop
11 October 2016
Wing WTW
Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV
Agenda
08:30 Welcome: coffee / tea
09:00 The BowTie method in Risk Management
10:00 Interactive Workshop building BowTie Diagrams; step by step diagram building
11:00 Coffee break
11:20 Group exercise applying the BowTie method
12:15 Lunch
13:15 Group exercise applying the BowTie method
14:00 Three simple questions & knowing your barrier state
15:15 Coffee break followed by a Q&A session
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1979
1988
90’s
00’s
Bowtie history
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Barrier thinking
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BowTie analysis in 8 steps
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Integrate with management system
Policy
Procedure Standard
H S E Q
PolicyStandard
ProcedurePolicy
Activity
Activity
Procedure
Integrated Management System
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Bowtie uses
We use it to Structure thinking
We use it for Risk based decision making
We use it for Communication & Training
We use it for Monitoring barrier performance
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4 very specific advantages of a BowTie
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VS.
1
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Proactive or Reactive2
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Reduces complexity3
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Risk based Management System4
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Workshop BowTie Building
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HAZOP HAZID as starting point
Pick out the high potential hazards to do a Bowtie on
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Application Overview
Diagram
Tree
view
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Step 1. Identify Hazards
Anything that has the potential to cause harm
Hazard
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Odd one out
Uncontrolled
Fire
Birds around
aerodrome
H2S
Explosives in
underground
mine
Driving a car
Negative
stories in press
Hydrocarbons Derailment
Landing
aircraft
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Step 2. Define Top Event
The point in time when control over
the Hazard is lost
Top
Event
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Top Event
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Define a top event for each hazard below:
(operational department)
Storage of
Flammable Liquids
1.
Working at Height
2.
Storage of
Toxic Chemicals
3.
Helicopter
transport
4.
Confined Space
Entry
5.
2
3
4
5
1
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Storage of
Flammable Liquids
Ignition of
Flammable
Liquids
Working at Height
Fall from
Height /
Dropped
objects
Storage of
Toxic Chemicals
Loss of
Containment
Helicopter
transport
(Inadvertent)
Entry into
Icing
Conditions
Confined Space
Entry
Lack of
Oxygen
2
3
4
5
1
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Step 3. Define Threats
A possible cause for
the Top Event
Threat
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Identifying Threats
Review past incidents
Checklists and industry guidelines
Check rules – direct, barrier failure
Consider frequency – is it credible?
Can you control it?
Not too broad or narrow
Inclusive? “What about…?”
Tip: Draw the situation
23
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Threats
Threats should lead to
the Top Event directly
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Independent Threats
Beer available
Driver
disposition to
drink
Intoxicated
driving
Threshold
level to cause
Top Event
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Barrier Failures
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Threat or Barrier failure?
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Tip: Threat categories
People
Primary equipment
Environment
Concurrent operations
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Step 4. Define Consequences
An unwanted event caused by the Top Event
Consequence
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Consequences
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Damage vs. Events
Injury / fatality
Equipment damage
Environmental damage
Reputation damage
Go into Risk matrices on
Consequences
Smoke inhalation /
blunt impact
Object impacts live
equipment
Oil spill into sea
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Step 5 & 6. Defining Barriers
Measures taken to prevent or mitigate events
Barrier
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Barrier Function
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Barrier Function
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Barrier Function
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Barrier systems
Barriers systems are the implementation of the barrier function.
How does the barrier eliminate, prevent, control or mitigate?
Detect Decide Act
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Barrier Perspective
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Can a Barrier appear on both sides?
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Tip: Split long chains
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Proactive or reactive?
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Step 7. Define Escalation Factors
A condition that defeats or reduces the effectiveness of a
Barrier
Escalation
Factor
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Escalation Factor
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Four main categories
There are four main Escalation Factor categories:
Human Factors
Mechanical Failures
Abnormal Conditions
Loss of Critical Services
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Pressure Relief Valve
(PRV)
Loss of
containment /
200 barrels
Tank Overfilling
Crude oil in
storage tank
1.
1
Define an escalation factor for the following diagram:
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Pressure Relief Valve
(PRV)
Loss of
containment /
200 barrels
Tank Overfilling
Crude oil in
storage tank
PRV removed for
maintenance
1
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Step 8. Defining EF Barriers
A Barrier for an
Escalation Factor
EF Barrier
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Escalation Factor Barrier
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Fire
Release of
LPG
Non smoking policy
LPG in refinery
1.
2.
2
1
Define an escalation factor and an escalation factor barrier for the following
diagram:
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Fire
Release of
LPG
Non smoking policy
LPG in refinery
Not aware of non-
smoking area
“No smoking
allowed” signs
2
1
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50
Time for a short break
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Group Exercise
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Group Exercise
Take all the pieces
and build a bowtie.
Hazard & Top event
are below
Work out what is a
threat, consequence,
escalation factor,
barriers, escalation
factor barriers
Put together each
threat & consequence
line as a team.
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53
Time for a lunch break
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Demo
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THREE SIMPLE QUESTIONS TO
ANSWER
Basic view of Risk Management
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Video is taken from the Press
Statement post the conclusion of
the Buncefield court case.
Gordon MacDonald HID, HSE UK
making the statement.
We took his statement to our
hearts.
Do we
understand
what can go
wrong?
Do we know
what our
systems are to
prevent this
happening?
Do we have
information to
assure us they
are working
effectively?
Why do
something?
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UNTYING THE KNOT -
ANSWERING THE THREE SIMPLE
QUESTIONS WITH BOWTIES
Managing Risk by answering the three simple questions
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Understand
Know
Assure
The data you need exists already
Audit
Hazard identification
HAZOPs
Corporate Standards/ good practice
Learning from Incidents
PSM Performance Indicators
HAZOP details
Past Incidents
Risk assessments
But we struggle to make sense of it
Maintenance System Data
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Understand
Know
Assure
Mapping all your data on to a BowTie
Hazard identification
HAZOP details
Past Incidents
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Understand
Know
Assure
Mapping all your data on to a BowTie
Hazards, Top Events,
Threats & Consequences
Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV
Understand
Know
Assure
Mapping all your data on to a BowTie
HAZOPs
Risk assessments
Corporate Standards/ good practice
Hazards, Top Events,
Threats & Consequences
Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV
Understand
Know
Assure
Mapping all your data on to a BowTie
What barriers are needed?
Are they there in place?
Hazards, Top Events,
Threats & Consequences
Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV
Understand
Know
Assure
Mapping all your data on to a BowTie
What barriers are needed?
Are they there in place?
Audit
Learning from Incidents
PSM Performance Indicators
Maintenance System Data
Hazards, Top Events,
Threats & Consequences
Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV
Understand
Know
Assure
Mapping all your data on to a BowTie
Barrier Performance
What barriers are needed?
Are they there in place?
Learning from Incidents
PSM Performance Indicators
Hazards, Top Events,
Threats & Consequences
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Knowing the actual state of your barriers
– Advanced Barrier Management
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Training&
Competency
Maintenance
Workprocedures
Timescheduling
Management system
Traditional audit
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Barrier-based audit
Easy to spot weak spots
Intuitive display
Results focus on risks, not categories
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Audit approaches
Traditional Barrier-based
Maintenance
Compliance
95%
Training
Compliance
90%
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Learning from Incidents
Incidents tend treated in silos
No theme trending or collating what multiple
incidents mean to an organisation
Lack of a big picture
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Feedback incident data on to your barriers
Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV
Understand
Know
Assure
Mapping all your data on to a BowTie
Barrier Performance
What barriers are needed?
Are they there in place?
Learning from Incidents
PSM Performance Indicators
Hazards, Top Events,
Threats & Consequences
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Q&A Session
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Risk Management
Quantify a Bowtie with BowTieXL
The visual risk analysis tool
Advanced | Standard | Navigator
Risk Assessment Incident Investigation & Analysis
Investigate & analyse incidents
Short & easy minor
incident analysis
BSCAT | Tripod Beta | BFA | RCA
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Slides from the Back to Basics BowTie Workshop

  • 1. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Barrier Based Risk Management Workshop 11 October 2016 Wing WTW
  • 2. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Agenda 08:30 Welcome: coffee / tea 09:00 The BowTie method in Risk Management 10:00 Interactive Workshop building BowTie Diagrams; step by step diagram building 11:00 Coffee break 11:20 Group exercise applying the BowTie method 12:15 Lunch 13:15 Group exercise applying the BowTie method 14:00 Three simple questions & knowing your barrier state 15:15 Coffee break followed by a Q&A session
  • 3. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV 1979 1988 90’s 00’s Bowtie history
  • 4. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Barrier thinking
  • 5. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV BowTie analysis in 8 steps
  • 6. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Integrate with management system Policy Procedure Standard H S E Q PolicyStandard ProcedurePolicy Activity Activity Procedure Integrated Management System
  • 7. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Bowtie uses We use it to Structure thinking We use it for Risk based decision making We use it for Communication & Training We use it for Monitoring barrier performance
  • 8. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV 4 very specific advantages of a BowTie
  • 9. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV VS. 1
  • 10. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Proactive or Reactive2
  • 11. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Reduces complexity3
  • 12. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Risk based Management System4
  • 13. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Workshop BowTie Building
  • 14. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV HAZOP HAZID as starting point Pick out the high potential hazards to do a Bowtie on
  • 15. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Application Overview Diagram Tree view
  • 16. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Step 1. Identify Hazards Anything that has the potential to cause harm Hazard
  • 17. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Odd one out Uncontrolled Fire Birds around aerodrome H2S Explosives in underground mine Driving a car Negative stories in press Hydrocarbons Derailment Landing aircraft
  • 18. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Step 2. Define Top Event The point in time when control over the Hazard is lost Top Event
  • 19. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Top Event
  • 20. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Define a top event for each hazard below: (operational department) Storage of Flammable Liquids 1. Working at Height 2. Storage of Toxic Chemicals 3. Helicopter transport 4. Confined Space Entry 5. 2 3 4 5 1
  • 21. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Storage of Flammable Liquids Ignition of Flammable Liquids Working at Height Fall from Height / Dropped objects Storage of Toxic Chemicals Loss of Containment Helicopter transport (Inadvertent) Entry into Icing Conditions Confined Space Entry Lack of Oxygen 2 3 4 5 1
  • 22. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Step 3. Define Threats A possible cause for the Top Event Threat
  • 23. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Identifying Threats Review past incidents Checklists and industry guidelines Check rules – direct, barrier failure Consider frequency – is it credible? Can you control it? Not too broad or narrow Inclusive? “What about…?” Tip: Draw the situation 23
  • 24. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Threats Threats should lead to the Top Event directly
  • 25. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Independent Threats Beer available Driver disposition to drink Intoxicated driving Threshold level to cause Top Event
  • 26. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Barrier Failures
  • 27. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Threat or Barrier failure?
  • 28. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Tip: Threat categories People Primary equipment Environment Concurrent operations
  • 29. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Step 4. Define Consequences An unwanted event caused by the Top Event Consequence
  • 30. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Consequences
  • 31. Copyright © 2012 IP Bank BV Damage vs. Events Injury / fatality Equipment damage Environmental damage Reputation damage Go into Risk matrices on Consequences Smoke inhalation / blunt impact Object impacts live equipment Oil spill into sea
  • 32. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Step 5 & 6. Defining Barriers Measures taken to prevent or mitigate events Barrier
  • 33. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Barrier Function
  • 34. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Barrier Function
  • 35. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Barrier Function
  • 36. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Barrier systems Barriers systems are the implementation of the barrier function. How does the barrier eliminate, prevent, control or mitigate? Detect Decide Act
  • 37. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Barrier Perspective
  • 38. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Can a Barrier appear on both sides?
  • 39. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Tip: Split long chains
  • 40. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Proactive or reactive?
  • 41. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Step 7. Define Escalation Factors A condition that defeats or reduces the effectiveness of a Barrier Escalation Factor
  • 42. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Escalation Factor
  • 43. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Four main categories There are four main Escalation Factor categories: Human Factors Mechanical Failures Abnormal Conditions Loss of Critical Services
  • 44. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Pressure Relief Valve (PRV) Loss of containment / 200 barrels Tank Overfilling Crude oil in storage tank 1. 1 Define an escalation factor for the following diagram:
  • 45. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Pressure Relief Valve (PRV) Loss of containment / 200 barrels Tank Overfilling Crude oil in storage tank PRV removed for maintenance 1
  • 46. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Step 8. Defining EF Barriers A Barrier for an Escalation Factor EF Barrier
  • 47. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Escalation Factor Barrier
  • 48. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Fire Release of LPG Non smoking policy LPG in refinery 1. 2. 2 1 Define an escalation factor and an escalation factor barrier for the following diagram:
  • 49. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Fire Release of LPG Non smoking policy LPG in refinery Not aware of non- smoking area “No smoking allowed” signs 2 1
  • 50. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV 50 Time for a short break
  • 51. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Group Exercise
  • 52. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Group Exercise Take all the pieces and build a bowtie. Hazard & Top event are below Work out what is a threat, consequence, escalation factor, barriers, escalation factor barriers Put together each threat & consequence line as a team.
  • 53. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV 53 Time for a lunch break
  • 54. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Demo
  • 55. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV THREE SIMPLE QUESTIONS TO ANSWER Basic view of Risk Management
  • 56. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Video is taken from the Press Statement post the conclusion of the Buncefield court case. Gordon MacDonald HID, HSE UK making the statement. We took his statement to our hearts. Do we understand what can go wrong? Do we know what our systems are to prevent this happening? Do we have information to assure us they are working effectively? Why do something?
  • 57. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV UNTYING THE KNOT - ANSWERING THE THREE SIMPLE QUESTIONS WITH BOWTIES Managing Risk by answering the three simple questions
  • 58. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Understand Know Assure The data you need exists already Audit Hazard identification HAZOPs Corporate Standards/ good practice Learning from Incidents PSM Performance Indicators HAZOP details Past Incidents Risk assessments But we struggle to make sense of it Maintenance System Data
  • 59. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Understand Know Assure Mapping all your data on to a BowTie Hazard identification HAZOP details Past Incidents
  • 60. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Understand Know Assure Mapping all your data on to a BowTie Hazards, Top Events, Threats & Consequences
  • 61. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Understand Know Assure Mapping all your data on to a BowTie HAZOPs Risk assessments Corporate Standards/ good practice Hazards, Top Events, Threats & Consequences
  • 62. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Understand Know Assure Mapping all your data on to a BowTie What barriers are needed? Are they there in place? Hazards, Top Events, Threats & Consequences
  • 63. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Understand Know Assure Mapping all your data on to a BowTie What barriers are needed? Are they there in place? Audit Learning from Incidents PSM Performance Indicators Maintenance System Data Hazards, Top Events, Threats & Consequences
  • 64. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Understand Know Assure Mapping all your data on to a BowTie Barrier Performance What barriers are needed? Are they there in place? Learning from Incidents PSM Performance Indicators Hazards, Top Events, Threats & Consequences
  • 65. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Knowing the actual state of your barriers – Advanced Barrier Management
  • 66. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Training& Competency Maintenance Workprocedures Timescheduling Management system Traditional audit
  • 67. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Barrier-based audit Easy to spot weak spots Intuitive display Results focus on risks, not categories
  • 68. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Audit approaches Traditional Barrier-based Maintenance Compliance 95% Training Compliance 90%
  • 69. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Learning from Incidents Incidents tend treated in silos No theme trending or collating what multiple incidents mean to an organisation Lack of a big picture
  • 70. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Feedback incident data on to your barriers
  • 71. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Understand Know Assure Mapping all your data on to a BowTie Barrier Performance What barriers are needed? Are they there in place? Learning from Incidents PSM Performance Indicators Hazards, Top Events, Threats & Consequences
  • 72. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Q&A Session
  • 73. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Risk Management Quantify a Bowtie with BowTieXL The visual risk analysis tool Advanced | Standard | Navigator Risk Assessment Incident Investigation & Analysis Investigate & analyse incidents Short & easy minor incident analysis BSCAT | Tripod Beta | BFA | RCA
  • 74. Copyright © 2012 IP Bank BVCopyright © 2012 IP Bank BVCopyright © 2012 IP Bank BV Our clients (1300+)