Figure 5 Top five global risks in terms of likelihood (2007–2020). Source: World Economic Forum, 2020.
Figure 6 Top five global risks in terms of impact (2007–2020). Source: World Economic Forum, 2020.
Figure 7 Different perspectives on risk.
Figure 8 Definition of the scope of risk management.
Figure 9 Relationship between principles, framework, and risk management process.
Figure 10 The principles of RM according to ISO 31000.
Figure 11 The RM framework.
Figure 12 Components of a risk management framework.
Figure 13 Risk management framework.
Figure 14 Leadership and commitment.
Figure 15 Internal and external context.
Figure 16 Identify the requirements related to risk management.
Figure 17 Implementing the risk management framework.
Figure 18 Scheme of the risk management process according to ISO 31000.
Figure 19 Relationship between the RM principles, framework, and process.
Figure 20 Improving the risk management framework.
Figure 21 The risk assessment phase in the context of the RM process.
Figure 22 Level of risk.
Figure 23 Frequency analysis and probability estimation.
Figure 24 Risk acceptability and tolerability thresholds.
Figure 25 Example of a risk matrix with level of acceptability regions.
Figure 26 Prioritization of risk given impact and liklihood.
Figure 27 Risk prioritization and the risk matrix.
Figure 28 Matrix example for qualitative ALARP analysis.
Figure 29 Achieving balance in risk reduction.
Figure 30 Risk treatment activities.
Figure 31 Residual risk.
Figure 32 Risk management process continuous improvement.
Figure 33 Documenting the risk management process.
Figure 34 Skills and knowledge for a risk manager.
Figure 35 Resources to be allocated for an effective RM.
Figure 36 Understand the mission, objectives, values, and strategies.
Figure 37 Risk control hierarchy and in practice.
Figure 38 Thinking‐Behavior‐Result model. Source: Adapted from Fiorentini and Marmo (2018).
Figure 39 Stimulus‐Response model. Source: Adapted from Fiorentini and Marmo (2018).
Figure 40 Two‐pointed model. Source: Adapted from Fiorentini and Marmo (2018).
Figure 41 Inverted two‐pointed model. Source: Adapted from Fiorentini and Marmo (2018).
Figure 42 Human factors in process plant operation. Source: Adapted from Strobhar (2013).
Figure 43 The principles of RM according to ISO 31000.
Figure 44 Main types of business risks.
Figure 45 Most common enterprise risks.
Figure 46 Culture maturity level in an organization.
Figure 47 Safety culture levels.
Figure 48 Quality of risk management approach.
Figure 49 The pathological condition.
Figure 50 The reactive condition.
Figure 51 The bureaucratic condition.
Figure 52 The proactive condition.
Figure 53 The generative condition.
Figure 54 The Deming Cycle PDCA.
Figure 55 Swiss Cheese Model applied to a major industrial event.
Figure 56 Maturity model. Source: Courtesy of EXIDA L.C.C. (USA).
Figure 57 Feed line propane‐butane separation column. Source: Adapted from Assael and Kakosimos (2010).
Figure 58 Basic structure of a fault tree (horizontal).
Figure 59 Basic structure of a fault tree (vertical).
Figure 60 Basic Events.
Figure 61 Example of the fault tree, taking inspiration from the Åsta railway incident. Source: Sklet, S., 2002.
Figure 62 Gates.
Figure 63 Fire triangle using FTA.
Figure 64 Flammable liquid storage system. Source: Modified from Assael, M. and Kakosimos, K., 2010.
Figure 65 Example of FTA for a flammable liquid storage system.
Figure 66 Fault tree example.
Figure 67 The structure of a typical ETA diagram.
Figure 68 Event tree analysis for the Åsta railway accident.
Figure 69 Pipe connected to a vessel.
Figure 70 Example of event tree for the pipe rupture.
Figure 71 Bow‐Tie diagram structure.
Figure 72 F‐N Curve.
Figure 73 Example of a risk matrix