1;1 Risk management is not only a matter of financial risk;13 1.1;References;18 2;2 Introduction to engineering and managing risks;19 2.1;2.1 Managing risks and uncertainties - an introduction;19 2.2;2.2 The complexity of risks and uncertainties;22 2.3;2.3 Hazards and risks;26 2.4;2.4 Simplified interpretation of (negative) risk;28 2.5;2.5 Hazard and risk mapping;31 2.6;2.6 Risk perception and risk attitude;33 2.7;2.7 ERM - main steps;35 2.8;2.8 Objectives and importance of ERM;41 2.9;2.9 Conclusions;42 2.10;References;42 3;3 Risk management principles;45 3.1;3.1 Introduction to risk management;45 3.2;3.2 Integrated risk management;47 3.3;3.3 Risk management models;49 3.3.1;3.3.1 Model of the accident pyramid;49 3.3.2;3.3.2 The P2T model;50 3.3.3;3.3.3 The Swiss cheese model and the domino theory;51 3.4;3.4 The anatomy of an accident: SIFs and SILs;53 3.5;3.5 Individual risk, societal risk, physical description of risk;60 3.5.1;3.5.1 Individual risk;60 3.5.2;3.5.2 Societal risk;61 3.5.3;3.5.3 Physical description of risk;64 3.5.3.1;3.5.3.1 Static model of an accident;66 3.5.3.2;3.5.3.2 Dynamic model of an accident;66 3.6;3.6 Safety culture and safety climate;68 3.6.1;3.6.1 Organizational culture and climate;68 3.6.2;3.6.2 Safety culture models;69 3.6.3;3.6.3 The P2T model revisited and applied to safety and security culture and climate;72 3.7;3.7 Strategic management concerning risks and continuous improvement;74 3.8;3.8 The IDEAL S&S model;75 3.8.1;3.8.1 Performance indicators;81 3.9;3.9 Continuous improvement of organizational culture;85 3.10;3.10 High reliability organizations and systemic risks;87 3.10.1;3.10.1 Systems thinking;87 3.10.1.1;3.10.1.1 Reaction time or retardant effect;87 3.10.1.2;3.10.1.2 Law of communicating vessels;87 3.10.1.3;3.10.1.3 Non-linear causalities;88 3.10.1.4;3.10.1.4 Long-term vision;88 3.10.1.5;3.10.1.5 Systems thinking conclusions;88 3.10.2;3.10.2 Normal accident theory (NAT) and high reliability theory (HRT);88 3.10.3;3.10.3 High reliability organization (HRO) principles;91 3.10.3.1;3.10.3.1 HRO principle 1: targeted at disturbances;91 3.10.3.2;3.10.3.2 HRO principle 2: reluctant for simplification;91 3.10.3.3;3.10.3.3 HRO principle 3: sensitive towards implementation;92 3.10.3.4;3.10.3.4 HRO principle 4: devoted to resiliency;92 3.10.3.5;3.10.3.5 HRO principle 5: respectful for expertise;92 3.10.4;3.10.4 Risk and reliability;93 3.11;3.11 Accident reporting;94 3.12;3.12 Conclusions;95 3.13;References;96 4;4 Risk diagnostic and analysis;99 4.1;4.1 Introduction to risk assessment techniques;99 4.1.1;4.1.1 Inductive and deductive approaches;100 4.1.2;4.1.2 General methods for risk analysis;101 4.1.3;4.1.3 General procedure;106 4.1.4;4.1.4 General process for all analysis techniques;108 4.2;4.2 SWOT;110 4.3;4.3 Preliminary hazard analysis;113 4.4;4.4 Checklis;115 4.4.1;4.4.1 Methodology;115 4.4.2;4.4.2 Example;116 4.4.2.1;4.4.2.1 Step 1a: Critical difference, effect of energies failures;116 4.4.2.2;4.4.2.2 Step 1b: Critical difference, deviation from the operating procedure;117 4.4.2.3;4.4.2.3 Step 2: Establish the risk catalogue;117 4.4.2.4;4.4.2.4 Step 3: risk mitigation;118 4.4.3;4.4.3 Conclusion;118 4.5;4.5 HAZOP;119 4.5.1;4.5.1 HAZOP inputs and outputs;120 4.5.2;4.5.2 HAZOP process;120 4.5.3;4.5.3 Example;123 4.5.4;4.5.4 Conclusions;124 4.6;4.6 FMECA;126 4.6.1;4.6.1 FMECA inputs and outputs;127 4.6.2;4.6.2 FMECA process;127 4.6.3;4.6.2.1 Step 1: Elaboration of the hierarchical model, functional analysis;128 4.6.4;4.6.2.2 Step 2: Failure mode determination;129 4.6.5;4.6.2.3 Step 3: The criticality determination;131 4.6.6;4.6.3 Example;131 4.6.7;4.6.4 Conclusions;134 4.7;4.7 Fault tree analysis and event tree analysis;135 4.7.1;4.7.1 Fault tree analysis;135 4.7.2;4.7.2 Event tree analysis;138 4.7.3;4.7.3 Cause-consequence-analysis (CCA): a combination of FTA and ETA;139 4.8;4.8 The risk matrix;142 4.9;4.9 Quantitative risk assessment (QRA);147 4.10;4.10 Layer of protection analysis;150 4.11;4.