HISTORY OF BOW-TIE METHOD

The Bow Tie method for risk analysis has its origins in the aviation and oil and
gas industries. It was developed to provide a systematic approach to
understanding, analyzing, and managing risks associated with complex and
potentially hazardous operations.
While the exact historical details may vary, here is a overview of the evolution
of the Bow Tie method:

 The company Imperial Chemical Industries, a British chemical company

that manufactured paints and chemical products, made bow tie diagrams
based on notes from the Hazan course given at the University of
Queensland - Australia in 1979.
 Royal Dutch / Shell Group adopted the Bowtie method as the company's
standard for the analysis and management of its risks - 1988.
 After Shell, Bowtie's method quickly gained support throughout the
industry, as Bowtie diagrams appeared to be a visual tool.

In the last decade Bowtie's method has also spread outside the oil and gas
industry to include aviation, mining, maritime, chemical and healthcare
sectors.
 RISK EVALUATION & MANAGEMENT
HSE Management System
An HSE-MS is a structured set of controls for
managing HSE risk in a business.

Identify Policy & Strategic Objectives

Organisation, Resources & Competence

Assess Risk Evaluation & Management

Leadership & Corrective

Commitment Planning, Standards & Procedures
Actions
Implementation & Monitoring
Control
Audit

Management Review
Recover Continuous Improvement
BASIC RISK EVALUATION & MANAGEMENT
MODEL

Risk Tolerability & ALARP

Identify Assess Control Recover

Document
 LINK WITH HSE-MS

Unlike traditional risk evaluation tools, the bow- tie method makes the
link between risk controls and the HSE-MS:

Links are made via HSE-critical roles and responsibilities, HSE critical
procedures, HSE critical equipment and systems, etc. identified on the
bow-tie diagram
 BOW-TIE DIAGRAM

Threat Consequence

Threat HAZARDOUS Consequence

EVENT

Threat Consequence

Loss of Control
Control Recovery
Measures Measures

Potential Potential
Causes Outcome
 BOW-TIE DIAGRAM

Identify Assess
Consequence
Consequence 1
Hazard and Hazard Source 1
Threat 1
Recovery
Threat Measure
Control Recovery
Threat Measure
Control Top Consequence
Threat 2 Consequence 2
Event Recovery Recovery
1
Threat Threat
Control Control Measure Measure

Threat 3 Threat
Threat Recovery
Control
Control Measure Consequence
Recovery
Consequence 3
1
Measure

Control Recover
TYPICAL APPLICATION OF BOW-TIE
METHOD
Potential Risk Risk Management Level of Analysis &
Level Objective Control

Detailed Analysis
High Risk Reduce to medium or low risk
e.g. bow-ties

Procedures
Demonstrate Risk reduction Responsibilities
to ALARP
Medium Performance
Risk Measurement

Judgement
Low Risk Continue to manage
Standard
for improvement
Competences

But method is equally applicable to

routine risks as major risks
uction to Bow-tie Method
 PRACTICAL USES
Logical structured What are our major risks?
approach

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 What are they?
performance standards
 LINK BETWEEN BOW-TIES & HSE
– CRITICAL ASKS
Prevention Mitigation

Visually demonstrate and

communicate the link
between controls and the
management system

HSE Critical Tasks

Responsible parties
 LINK BETWEEN BOW-TIES AND TRAINING &
DEVELOPMENT

Competent people provide

resilience against major risks

…to ensure each risk

control works…

HSE-critical task HSE-critical task catalogue

HSE-critical role Accountability packs

…use
Task competencies Competency
Mgmt System
Assess people
Training requirements against
requirements

Personal T&D plans

 LINK BETWEEN BOW-TIES AND
AUDITING

AUDIT CHECKLIST
Supervisor
HSE -CRITICAL TASK LIST Task 1 …….
Responsible Task 3 …….
Person: Supervisor
Foreman
Task 1: …………………………..
Task 2: ………………………….. Task 5 …….
Task 3: ………………………….. Task 9 …….
Task 11 …...

Audits can be focused on what

really matters
BUILDING BOW-TIES