UNEXPLODED ORDNANCE - Wind Energy Network

Benefits of the Bow-Tie Method
1. Logical, structured understanding
Risk assessments can have a
tendency to concentrate on the
level of risk only, rather than
considering all aspects of the
management of risk. The structured
approach of the bow-tie forces an
assessment of how well all initial
causes are being controlled and
how well prepared the organisation is
to recover, should things start to go
wrong. This logical approach often
identifies gaps and issues that are
missed by other techniques.
2. Clear communication and
improved understanding
By visually illustrating the hazard,
its causes and consequences, and the
controls to minimise the risk, the bowtie
can be readily understood at
all levels, from senior managers and
operations personnel, to regulators
and members of the public.
3. Greater ownership
Bow-tie workshops encourage
participation and stimulate
communication between key
stakeholders, whether from the
company, contractors or external
parties, who all have a role to play in
managing risk and yet may not be
involved in more traditional techniques.
When people feel involved they tend
to ‘buy-in’ to the process. When
action is taken based on what they
say, people will take ownership. All
of which lends itself to more effective
risk management.
4. Efficiency gains
Bow-ties help identify where resources
should be focused for risk reduction
(i.e. prevention or mitigation), thus
reducing the volume of safety
analysis, leading to a potential
reduction in unnecessary/lower
importance barriers.
5. ALARP demonstration
Bow-ties are an effective tool for
qualitative demonstration that hazards
are being managed to a level which
is As Low As Reasonably Practicable
(ALARP). The bow-tie diagram
clearly identifies all existing barriers in
place to prevent realisation of a
hazard, and prompts operators to ask
“is there anything more we can
reasonably do”
6. “Future proof” risk management
Unlike other risk assessment
techniques, the bow-tie illustrates not
only what controls are currently in
place, but, through the use of critical
tasks, why they will still be there
tomorrow.
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