THE FIRE BRIGADE: Industry’s First Line of Defense
FIRE PROTECTION
Industrial fire and emergency protection can take many forms, but it always will involve company personnel—from top management to employees on the manufacturing floor. Their degree of involvement depends on the particular fire protection system that suits the company’s needs. Usually an industrial fire brigade is part of that system.
The constitution and function of a fire brigade should be specific to the facility it serves; no two companies have exactly the same protection needs. However, the effectiveness of every fire brigade depends on commitment from company management, a well-structured organization with clearly defined positions and clearly defined preincident plans, and, most important, members who are welltrained.
Let’s examine the characteristics and components of an effective fire brigade.
FUNCTION
An industrial fire brigade is responsible for controlling any given emergency prior to fire department arrival. ‘ITie fire brigade does not take the place of the fire department; rather, it should be viewed as an interim measure in an emergency, similar in theory to the role taken by those at the first-responder level in a hazardous chemical spill. However, that “interim” status does not lessen the importance of the brigade. The fire department’s ability to control an incident depends heavily on the brigade’s performance at the early stages. Furthermore, brigade members should be most familiar with the physical plant and the events leading to a fire department response. A well-structured, well-trained fire brigade is a valuable resource that should be tapped by the fire department.
A comprehensive description of responsibilities will provide all parties with a good working knowledge of what is expected of the brigade as a whole and of every position in the unit. Duties of the fire brigade members may run the gamut from evacuating plant personnel to donning personal protective equipment and fighting a fire or performing haz-mat control. Regardless, functions must be clearly defined and understood by brigade members. The teamwork that’s normally expected of a public fire department should be expected of the fire brigade.
By establishing comprehensive job descriptions, the chain of command can be established. This will allow information to flow into one central location to provide the fire department and key brigade personnel with vital data. An accountability system for actions taken during an incident thereby will be in place.
PERSONNEL
Manpower requirements must be established in the developmental stage. Members will be needed to fill all positions on all shifts. Who is chosen depends largely on the type of protection the fire brigade is expected to provide. Manpower levels should be established with economy in mind, but economy must not take precedence over safety—expected performance should never exceed capabilities. It’s better to have a few extra people than to be caught short even one person; on the other hand, control is the objective, and too many people going in too many directions leads only to chaos. Prudent staffing can be the difference between a successful and a useless fire brigade.
Not every member of the fire brigade is or needs to be a firefighter. Even members who are firefighters will not be totally familiar with every aspect of the company. Without individuals who have an excellent knowledge of the facility, even a “simple” evacuation could be difficult and even disastrous.
Sooner or later the question will arise of whether service in the fire brigade should be mandatory or voluntary. The answer depends on the company and the level of service it requires. Many companies mandate the services of their maintenance personnel and fill the other positions in the brigade with volunteers. Which volunteers to choose should be based at least to some degree on experience with the facility and/or experience with some form of firefighting. These skills can be acquired, but the more experience brought to the position, the easier it is to integrate that person into the workings of the brigade.
If solicitation for fire brigade volunteers is done in the proper manner, results can be very surprising. A lot has to do with management’s attitude toward the brigade. Is the brigade a matter of pride or a hindrance? Is management’s concern for the welfare of company employees reflected in the enthusiasm it takes to develop a successful fire brigade? If incentives are offered for membership, that membership will probably come from a waiting list. The incentive doesn’t have to be monetary: In many cases, some mark of distinction—a badge, pin, or other indication of membership—is enough to stimulate favorable numbers of recruits.
TRAINING
Training is the most fundamental component of any successful fire unit, encompassing virtually every aspect of management and performance. A training program must be adopted and a commitment made to provide brigade members with the skills necessary to protect themselves and the company they work for.
A good starting point for developing a training program is a careful examination of the company’s emergency records. These should give you an idea of the types of problems that the facility can expect in the future, provided that the company hasn’t changed its production methods or materials. Complete records, indicating the circumstances of each emergency and the actions taken in response and mitigation, should be enough to begin training program development based on company needs. Repeated problems should be addressed first to minimize manufacturing downtime and help keep outside emergency services response to the facility to a minimum. As the program develops, time can be spent on lesser problems. This is the way to lay a foundation for future training.
The training function must be supported by company management, from which comes funding and commitment to a quality program. Support also should come from the focal fire department through its willingness to donate the time and expertise of its members. An effective training program is accomplished only through cooperation between management, the brigade, and the fire department.
There are a wide variety of sources to tap in developing a training program. The format can be flexible and the methods interesting, providing as much hands-on experience as possible. Be sure to construct the training program around the needs of the facility. It’s a waste of time and effort if the fire brigade trains for interior attack firefighting when the most they’ll be expected to use is fire extinguishers on wastebasket fires. Furthermore, make sure that the fire brigade training program doesn’t conflict with the local fire department’s standard operating procedures. The fire department should be asked for any information and help to that end.
Preincident planning is vital to training for the real thing. Recommended actions for possible emergency scenarios should be detailed. These should include response procedures both before and after fire department arrival, notification procedures, and evacuation procedures. Plans should indicate clearly the facility layout, entrances, exits, windows, gates, stairwells, elevator shafts, and fire barriers.
WHO’S IN CHARGE?
The brigade needs direction—one direction. Company managers can’t control the actions of a fire brigade in times of emergency unless they’re directly involved in the mitigation effort themselves. The brigade should be given full charge of the emergency until arrival of the fire department. However, that doesn’t mean that company management is out of the picture: Two-way communication between brigade and management is a must. It’s wise to designate one member of the brigade as responsible for this function, in much the same way as the fire department’s public relations officer gives and receives information from outside sources at an incident. An open channel between brigade and management is beneficial in three ways: An informed management will tend to interfere less in the operations of the brigade, management will have firsthand knowledge of the capabilities of the brigade, and management’s support of the brigade will be maintained or will increase.
COMMUNICATION
Effective communication must be achieved between the fire brigade and the rest of the company it serves, between the fire brigade and its technical and training resources, and among all brigade members during an emergency.
The importance of two-way communication between brigade and company management during an emergency has already been stressed; to that let’s add the importance of communication in nonemergency times. Use every opportunity to demonstrate the value of the brigade. Live drills and training sessions should be well-publicized. New members and the acquisition of new equipment also deserve companywide focus. The brigade should project a positive image and be a source of pride, and that takes some active public relations.
The fire brigade must go outside the company and secure the contacts and technical expertise required to make it a successful unit. A little research and communication can go a long way, as will impressing the outside experts with your desire to create a top-notch brigade. Get involved. Ask your local fire department if you can be of help in preincident planning for your facility. Review the local fire code and make adjustments in your plant operations if necessary. Indicate your desire to become involved in local emergency response plans. Inquire into possible involvement in the Community Awareness and Emergency Response program. Let nearby residents know that your fire brigade is working to help keep them safe. Your ability to communicate with the public and local, state, and federal agencies will help you build a more capable fire brigade.
Communication during an incident is vital. Whatever the size of the incident, brigade members must be capable of getting information to and receiving it from the command center. This may be relatively easy in a small facility, but many companies are housed in multiple buildings spread out over large areas, and relaying information can be difficult. An emergency is no time to discover that communications are ineffective or impossible. Test your communications system to ensure its reliability. A backup system may be necessary.
FACILITY SECURITY
Security and access to a facility are no small matter. There’s always a need to protect employees and property. But that same protection can become a hindrance during an emergency. At least one member of the fire brigade must have a complete understanding of the facility’s security system. Sometimes this means knowing which keys open which locks. Simple? Maybe not. An emergency is no time to be fumbling with a fistful of keys. Keep an updated, properly labeled set of keys in a central location. Dealing with the company’s security should be the subject of drills. Take the steps necessary to ensure that plant security in no way poses a barrier to swift evacuation and mitigation efforts.
PREINCIDENT PLANNING
Although fire brigades differ as to the extent of their involvement in mitigation efforts, they all have one thing in common: Fire protection and fire prevention are a lot safer and easier than fire suppression. Effective fire protection means anticipating fire hazards and either (1) making sure that they can never occur or (2) controlling them to an “acceptable” level so that a disaster cannot occur. In other words, “learn before it burns.” This is accomplished through training and preincident planning.
Preincident planning has been credited with saving lives and saving many structures from total destruction. It provides the head start needed for an emergency and is as important for a fire brigade as it is for the local fire department. It is an extensive, detailed analysis.
OSHA Standards for Fire Brigades
- OSHA 29 CFR 1910.156 contains requirements for the organization, training, and personal protective equipment of fire brigades when they are established by an employer. Some of the requirements are highlighted below:
- The employer will have a written policy explaining the brigade’s existence, training levels, membership, and function.
- The employer will make sure that employees are physically able to perform firefighting duties.
- All fire brigade members will receive training at least annually. All members expected to perform interior structural firefighting will be trained at least quarterly.
- The employer will inform members about special hazards such as storage and use of flammable products, toxic chemicals, and waterreactive products they may be exposed to during firefighting.
- The employer will maintain and inspect firefighting equipment annually and portable fire extinguishers and respirators at least monthly.
OSHA goes on to list specific requirements for employer-provided personal protective clothing and respiratory protection devices. While OSHA does not recommend that employers establish a fire brigade, it sets minimum standards for personnel training and equipment for companies that do have them.
The life threat in most nonresident structures is larger than many people think. Moving large volumes of people to areas of relative safety can pose a considerable problem. Establish a procedure for taking a head count once people are evacuated. Determine who is out sick, who is in the restroom, who is on loan to another department. Designate someone to look for unaccounted for employees, another to make sure the evacuation is complete, and another to see that all areas are secure. Evacuations pose a number of problems. They should be carefully planned, tested, evaluated, and updated on a regular basis.
Getting fire equipment and personnel through the crowd also can be a monumental problem. Imagine trying to move three pieces of apparatus on one access road when 200 facility employees are ending their shift. Preincident planning can help you gain control of access roads and keep entry to the facility clear for emergency responders.
Consider hazardous materials in you preplan. Information should be available on their location, type, MSDS papers, and volume and any specific handling procedures. You can obtain such information from people who work with the materials or the manufacturers.
EQUIPMENT
Take stock of what equipment and resources are available to use in emergencies. How much equipment you need depends on the facility, but the items listed below should be a part of every facility’s inventory.
- Maps, including those of water, sewer, electrical, sprinkler, and any other systems.
- Lights, including hand lights, portable lights, and any other appropriate lighting.
- Hoses, nozzles, and adequate means of water supply.
- Salvage and material handling equipment.
- Repair tools and equipment.
- Outside janitorial services.
- Waste disposal services.
- Diking materials.
- Fire department response and access routes.
- Staging areas for outside equipment response.
- List of emergency contacts.
- Alarm system verification and data recording equipment.
Brigade members also can help fire department personnel once they arrive on the scene. They can relieve emergency responders of tasks not directly related to the emergency so responders can direct efforts to controlling the situation. Working together, the fire brigade and the local fire department can provide industry with effective prevention and suppression services.
