FPM400 Emergency Response Organization PDF

400 Emergency Response
Organization
Abstract
Organization, clear definition of responsibilities, and pre-fire planning are key
elements of emergency response that are discussed in this section.
Contents Page
410 Level of Response 400-3

411 Employee Responsibilities
412 Regulatory Codes & Standards
420 Incident Command System (ICS) 400-4
421 Background
422 The ICS Organization
423 The Incident Commander
424 Process Liaison
425 Command Staff
426 Operations
427 Other ICS Functions
428 Senior Executives
430 Pre-Fire Plan 400-11
431 Requirements
432 Preparation
440 Coordination with Outside Agencies 400-13
441 General
442 Advance Planning
443 Small or Unattended Facilities
444 Larger Facilities
Chevron Corporation 400-1 December 1994

400 Emergency Response Organization Fire Protection Manual
445 Public Utilities

450 Reminder Sheets 400-15
460 References 400-21
470 Fire Scenarios 400-21
471 Fire at Truck Racks or Manifold Area (Scenario 1)
472 Fire in Tank Field (Scenario 2)
473 Fire in Office Building (Scenario 3)
December 1994 400-2 Chevron Corporation

Fire Protection Manual 400 Emergency Response Organization
410 Level of Response

The type, size, and location of a facility determine the level of response to a fire.
Before incidents occur, management must specify the appropriate response level in
a pre-fire plan and train personnel to respond accordingly.
Management has three response options:
• Use the local municipal fire department instead of company employees. This is
often the only choice for office buildings and pipeline and marketing terminals.
• Train personnel to fight “incipient stage” fires only. Once the fire is beyond
this stage, call for outside help. This approach is often used at smaller facilities
which are not large enough to support a fire brigade, (such as small chemical
plants, gas plants, and production fields).
• Train Company personnel to fight all fires. If this option is selected, OSHA
requires the formation of a fire brigade. See Section 156 of Part 29, “Code of
Federal Regulations,” for information on fire brigade requirements. This option
applies to locations such as refineries and large chemical plants.
Management decides the appropriate level of response based on these factors:
• Availability of trained outside responders
• Criticality of the facility
• Environmental sensitivity
Management might choose a different response level for a facility that is small, crit-
ical in nature, and with few outside responders than for a facility that is the same
size but with less critical operations and a municipal fire department near by.
411 Employee Responsibilities

Company personnel must be trained for the level of response expected of them.
Generally, operations and maintenance personnel are trained to handle fires at the
incipient stage. At this stage, the fire can be controlled with small first-aid equip-
ment (hand-held extinguisher or hose 1 1/2 inch diameter or less).
First-response fire brigade members are trained to operate larger fire fighting equip-
ment and to take an offensive approach to fighting a fire. They normally bring addi-
tional and larger equipment and skilled personnel to the scene. In many smaller
installations, management relies on the public fire department for this level of fire
fighting.
Where public fire protection is not available, or at large installations where public
fire protection is inadequate, Company employees can be trained to provide this
protection. This organization is referred to as a fire brigade or emergency response
team. Some may be full-time fire protection personnel, but in most cases, this group
will be made up of various employees throughout the installation who can be
released from their normal duties on short notice and can proceed immediately to
the scene of the fire. These people should be volunteers, if possible. All employees

chosen for this team must be given intensive fire training. See Section 500 for
training requirements.
412 Regulatory Codes & Standards

The requirements for organizing a fire brigade are in OSHA 1910.156 and NFPA
600 and 1500. See Section 500 for an explanation of OSHA 1910.156 require-
ments. NFPA 600 “Industrial Fire Brigade” covers fire brigades and emergency
response organizations for fire fighting. This standard applies to most Company fire
brigades. NFPA 1500 “Standard on Fire Department Occupational Safety and
Health,” OSHA 1910.120, and 1910.146 cover requirements for fire departments
where response includes medical, rescue, and HAZMAT skills.
420 Incident Command System (ICS)
421 Background
The Incident Command System (ICS) is designed so that various organizations can
work together effectively during a fire. The system consists of procedures for
controlling personnel, facilities, equipment, and communications. Used effectively,
ICS provides increased safety, organized and efficient response, and a high level of
confidence and support from outside response organizations.
OSHA (CFR 1910.120) regulations stipulate the use of the Incident Command
System during emergency incidents. The regulations require that ICS be incorpo-
rated in the facility emergency plans. OSHA also requires designation of an Inci-
dent Commander and Safety person as part of the ICS, with specific responsibilities
for each.
The ICS is used for all types or sizes of emergencies, ranging from a minor incident
involving only a few responders to a major incident involving several agencies. ICS
is especially important in major incidents because ICS allows agencies to communi-
cate in common terminology and use the same procedures. In an emergency,
outside services can be integrated quickly.
An ICS plan for a facility generally includes the following components:
• Organizational structure, including unified command
• Integrated communications
• Common terminology
• Pre-fire plans
• Manageable span of control
• Pre-designated facilities
• Resource management

422 The ICS Organization

The ICS organization has five major functions and the Process Liaison, who is part
of facility operations. They are coordinated by the Incident Commander. The func-
tions are
• Command
• Operations
• Planning
• Logistics
• Finance
In small incidents, the Incident Commander coordinates most of the functional
areas. See Figure 400-1. It's better for the ICS to start small and expand as neces-
sary. Setting up an unnecessarily complex ICS organization wastes manpower and
causes confusion.
Fig. 400-1 Incident Command System (ICS) - Abbreviated Structure
IN C ID E N T
COM M AN DER
P ro c e s s
L ia is o n
S a fe ty
F ire F ig h tin g
Team s
ICS is based on manageable span-of-control. In general, the span-of-control of any

individual with emergency management responsibility is from three to seven
people. Figure 400-2 shows an example of the full ICS hierarchy.
The Incident Command System starts when the first ICS-trained person arrives on
the scene. This person might be a Company shift supervisor, field foreman, or a
member of the Company fire brigade.
As the incident progresses, more experienced people respond. For example, a
municipal fire department might arrive to aid a refinery brigade. The Incident
Command is transferred according to the facility emergency response plan.

Fig. 400-2 Incident Commander System (ICS)
INCIDENT
COMMANDER
Command Staff
Process Liaison Public

Safety Agency Legal
Affairs
Logistics Planning Finance
Operations
Staging
Fire Attack Evacuation Medical Hazmat

.
ICS avoids conflicts during the transfer of command or when resources are
provided by multiple organizations.
423 The Incident Commander

Selection of the Incident Commander (IC) is based on the experience and level of
training of the available personnel on site, not on management position. As more
experienced people respond to an incident, the Incident Command is transferred in
an orderly fashion.
The Incident Commander is responsible for all activities related to the emergency
response effort. The IC has the following responsibilities:
• Size up the incident initially, decide on the appropriate level of response, and
set response objectives.
• Ensure that personnel safety has the highest priority. Verify that a hot zone has
been established around the fire area.
• Establish a command post in a safe location. From here, the IC can oversee
developments, receive reports, and be available to subordinates requiring
further instructions. Only for an extreme emergency should the IC leave this
command post, and then only after clearly designating someone else in the
command post as Deputy IC. The command post must have various means of

communications. Recommended are portable two-way radios, telephones, fax

machines, and messengers.
• Manage the response to the incident. The IC coordinates all fire fighting
efforts, fire department personnel, and equipment through Operations.
• Designate team members for each area of ICS responsibility.
• Expand the initial ICS organization if necessary and/or implement a unified
command system with outside responders.
• Serve as the contact person and ensure that Company management is periodi-
cally informed of the status of response operations.
• Ensure that all required and appropriate government and public agencies are
notified.
• Designate a Deputy Incident Commander and delegate any of the above respon-
sibilities, if required.
424 Process Liaison

The Process Liaison, who is knowledgeable in facility operations, might be an area
shift supervisor or a field foreman. The Process Liaison is responsible for assuring
that the fire fighting tactics and operational moves are coordinated. These include:
• Coordinating response plans and actions with Operations.
• Coordinating the safe isolation of the fuel source and controlled shutdown of
facilities.
• Providing guidance on materials, process and equipment hazards.
• Making sure that facility operating personnel understand hot zone and
personnel protection needs.
425 Command Staff

The Command Staff supports the Incident Commander. The Command Staff
includes Safety and others such as Agency Liaison, Public Affairs and Legal, when
needed.
As with all support teams working for the IC, jobs can be combined (or eliminated)
at small incidents and expanded beyond the basic coordinator positions for large
incidents. It's wise to start small and stay flexible.
Members of the Command Staff report to the Incident Commander. Descriptions of
their duties follow:
Safety is responsible for monitoring and assessing hazardous and unsafe situations,
developing personnel safety measures, documenting hazardous exposures and situa-
tions, and developing a site safety plan. Safety also enforces the hot zone and identi-
fies personnel protective equipment requirements, except in HAZMAT situations.

Public Affairs is responsible for the formulation and release of information about
the incident to off-site management, the news media, and other appropriate agen-
cies and organizations.
Agency Liaison is the point of contact for the assisting and cooperating agencies.
This includes representatives from other fire agencies, the Red Cross, law enforce-
ment, public works, and engineering organizations.
Legal anticipates legal action that may result from the incident and provides legal
advice.
426 Operations
In this context, Operations refers to fire fighting, not facility operations. The Opera-
tions staff includes the fire fighting operations chief, the staging area manager, and
if the incident is large enough, fire attack leader(s), evacuation, HAZMAT, rescue,
and medical teams.
Operations is responsible for the direct management of all incident tactical activi-
ties. Responsibilities include:
• Supervising fire fighting operations.
• Rescue operations and removal of victims to a safe area.
• Removing water from the site.
• Making sure that operations personnel have the equipment, materials, and
supplies needed to carry out response operations in a safe, effective, and effi-
cient manner.
• Establishing the hot zone.
• Keeping the IC informed of all developments and the status of response opera-
tions.
• Coordinating response operations carried out by cooperatives, response contrac-
tors and organizations, and government agencies. Personnel and equipment
furnished by a municipal fire department or mutual aid should be used under
the direct supervision of the concern's representative.
The Staging Section is responsible for managing all activities within a staging
area. The duties include:
• Establishing a staging area upwind and uphill of the incident, as assigned.
• Determining support needs for storage of equipment, providing food, sanita-
tion, and security.
• Keeping a written account of all resources entering or leaving the staging area.
• Organizing the resources within the staging area for efficient deployment.

• Dispatching resources as requested by the Incident Commander or Operations

Section.
Fire Attack Leaders are responsible for implementing their assigned portion of the
incident action plan. Their duties include:
• Evaluating the situation and working with the Process Liaison to develop a
specific plan for fire fighting operations.
• Identifying resource needs and working with the other units to obtain and
release manpower, equipment, materials, and supplies.
• Performing safe and effective fire fighting operations, as assigned.
• Ensuring an adequate water supply is maintained.
• Keeping the Operations Chief informed of the status of fire fighting operations.
The Evacuation Section is responsible for:
• Coordinating safe evacuation, as assigned.
• Establishing evacuation assembly areas.
The Hazardous Material (HAZMAT) Unit is responsible for:
• Identifying all hazardous substances or conditions present, and developing a
specific plan for HAZMAT response operations.
• Defining the entire HAZMAT site.
• Identifying the contamination control line.
• Identifying the exclusion zone.
• Ensuring that personnel and equipment are properly decontaminated prior to
leaving the area.
427 Other ICS Functions

Planning is responsible for collecting, evaluating, and reporting all information
about the development of the incident and the status of resources. This information
is used to predict possible incident outcomes and prepare alternative control strate-
gies and operations.
Logistics is responsible for resource management at the incident. This could mean
providing the following facilities, services, and materials:
• Communications personnel and equipment
• Food services (catering)
• Supply services (fire resistant clothing and consumables)
• Personnel facilities (sleeping, sanitation)

• Security services or coordination with plant protective services

• Ground support (transportation, crafts, and maintenance)
• Heavy equipment (backhoes, front end loaders, etc.)
• Waste disposal and cleanup
• Miscellaneous utility services such as vacuum trucks to remove spent fire
water for environmental cleanup
• Inventory of all equipment, materials, and supplies obtained during the
response effort
• Administration of vendor contracts and service and equipment rental agree-
ments
• Ensuring that records are maintained on services provided and contracts
executed
• Ensuring that Finance is advised of all cost commitments
Finance is responsible for cost analysis and all financial aspects of the incident and
for supervising members of the finance section. The duties include:
• Assisting Logistics to ensure fast and efficient delivery of materials and
services.
• Ensuring that appropriate cost and accounting control systems are established.
• Providing adequate accounting systems including auditing, billing, and docu-
menting labor, material, and services used.
• Ensuring that legal claims and insurance matters are properly handled.
Other ICS functions might be necessary at large fire or toxic release incidents,
including:
– Security
– Oil Spill Containment and Cleanup
– Medical
– Documentation
– Environmental
– Communications
– Purchasing
– Transportation
– Comptrollers
– Human Resources (for responders)
– Insurance

428 Senior Executives

Senior executives arriving at a fire should review the situation at a location that is
separate from the Incident Command Post. Senior executives should stay out of the
fire area except in these situations:
• Their presence is requested (for example, to give the IC rest time).
• They received fire training, have personnel protective equipment, and are
willing to work under the direction of the IC.
An incident has only one commander; that person is the IC. Senior executives defer
to the IC unless the commander indicates otherwise. Executives can participate in
an emergency response and provide valuable service in the following areas: media
relations, logistical support, “home office” contacts, and redeployment of facility
resources. Some larger facilities have established Emergency Operation Centers
with responsibilities in these areas.
430 Pre-Fire Plan
431 Requirements
OSHA 1910.38a and 1910.120q(2) require that an employer prepare and maintain a
statement or written policy that establishes the elements of an emergency response
plan. As a minimum, the plan should include the following elements:
• Personnel roles
• Lines of authority
• Pre-emergency planning and coordination with outside agencies
• Training, communication, emergency recognition, and prevention
• Safe distances and places of refuge
• Site security and control
• This section discusses plans for emergencies and fires.
For larger facilities, the emergency response plan serves as the pre-fire plan. Some
areas, such as tank fields and LPG facilities, might also have a pre-fire plan to
address specific needs.
An up-to-date pre-fire plan must be available for inspection by the OSHA represen-
tatives. The plan must be changed whenever installations are expanded, people are
transferred, or changes in personnel or other conditions occur.
Pre-fire plans should be developed in conjunction with the local fire department and
mutual aid organizations. Provide outside response organizations with a copy of the
plan. During an incident, on-site copies of the pre-fire plan must be readily acces-
sible to outside responders.
Pre-fire plans should be prepared even if there is little chance of requiring or
obtaining outside aid. Although they are a valuable planning tool for outside agen-

cies, the primary purpose of pre-fire plans is to organize logical Company response
to an incident.
Periodically review the organization and role of each individual who might be
present at the time of a fire with all personnel. Review can take place during fire
training, or it may take the form of periodic fire drills with the emergency response
organization. Drills or fire training reviews should be frequent enough and hypothet-
ical fires large enough for personnel to gain the confidence needed to assume their
duties without hesitation during an actual fire. See Section 500 for more informa-
tion on hypothetical drills.
432 Preparation
The Company Pre-fire Planning Guide, GO-603, is at the end of this section. Also
included is a sample pre-fire plan for a marketing terminal.
A minimum pre-fire plan contains the following information:
• Basic emergency information
– Date plan was adopted
– Facility name and location (street address or directions from known land-
mark. Don't use post office addresses)
– Emergency phone numbers for fire departments, consultants, mutual aid,
rescue/ambulance, and other critical service organizations
– Name and address of facility managers and backup contacts
– Phone numbers for regulatory agency notification, as applicable (e.g. Fire
Department, Coast Guard).
• A sketch of the facility and immediate surroundings, preferably to scale. The
rendering should be as precise as possible, contain a plot plan if it is available,
and the following information:
– North arrow
– Tanks, structures, process and fire fighting equipment (hydrants, monitors,
fixed foam systems and subsurface foam injection points), possible hose
lays to equipment, any special or unusual risks
– Impounding areas with capacity in gallons and barrels
– Tank diameter, height, type of roof, class of product, foam solution appli-
cation rate, and total quantity of foam concentrate required
– Drainage paths
– Emergency shutdown switches
– Tank field drain valve
– Electrical power disconnects and natural gas (utility) block valves
– Escape routes, personnel mustering locations, and refuge locations
• A list of surrounding occupancies and land uses. Identify any unusual hazards
in adjoining occupancies (schools, brushland, flammable storage, etc.).

• The level of Company and outside response (see Section 410). List fire fighting
equipment on site, at the fire department, and at other locations (such as other
facilities or oil companies). Decide how equipment resources will be divided
during an incident. Develop protocols for sharing, borrowing, returning, and
repairing equipment.
• Note location of mobile fire fighting equipment in the area, such as foam
pumpers and trailers, subsurface foam makers, foam supplies, portable water
pumps, street barriers, and so on.
• Make a count of people that can be expected to respond to an incident. Include
Company, municipal, and other fire fighters.
• Location and description of water supplies such as hydrants, ponds, canals
(fresh and salt). Verify hydrant thread compatibility, as well as water pressure
and flow rate (or total volume). Locate the uninterruptable power source for
electric motor driven fire water pumps.
• Radio frequencies for emergency responders common to all response organiza-
tions.
• Schedule for annual pre-fire plan reviews and names of company and munic-
ipal fire department representatives.
440 Coordination with Outside Agencies

Most Company properties are located in municipal, county, or other fire districts
where fire fighting is a public function. These agencies are responsible for the
control of fires within their areas. In certain instances, private fire brigades from
other industrial concerns might offer assistance. Coordination is extremely impor-
tant and is best accomplished through a thorough pre-fire plan, periodic reviews,
and hypothetical drills.
441 General
To coordinate a pre-fire plan with outside agencies, do the following:
• Call the local fire department and invite them to the facility.
• Provide a familiarization tour. Explain the nature of the process and identify
Company personnel, such as the Process Liaison, who can assist emergency
responders during an incident.
• Point out emergency shutdown/power disconnect locations (they should be
prominently marked).
• Discuss various scenarios and extinguishment methods. Compare the resources
required by these methods to those stipulated in the pre-fire plan.
• Discuss sharing resources and manpower.

• Discuss any differences in the way the ICS is implemented between the organi-
zations. Develop common terminology and identification procedures (such as
coat colors).
• Arrange for compatible communications equipment.
• Point out any special protective measures on site, how they are used, and their
limitations.
• Schedule annual pre-fire plan reviews and hypothetical drills using scenarios
identified in the pre-fire plan.
442 Advance Planning

Plan for the use of public fire department personnel and equipment as follows:
• Determine what outside equipment is available. Equipment available from
outside resources dictates to some extent the amount and type of equipment the
Company needs to maintain at a particular facility. Some local fire departments
have considerable experience in oil fire fighting techniques and have special
equipment suitable for this purpose; others might not be so well equipped.
• Decide who should be in command at a fire. Suitably trained Company
employees are preferred as incident commanders because of their familiarity
with facility processes and equipment. When no suitably trained Company
personnel are available, or when outside agency personnel have greater experi-
ence or knowledge, an outside person becomes incident commander. A unified
command is usually appropriate in this case. Although the Company personnel
may lack emergency response training, their process knowledge is often crit-
ical.
• Train with mutual aid and/or municipal fire brigades annually. This will ensure
quick notification and mobilization, efficient use of incident command, smooth
access through plant security for responding public fire equipment, gates and
roads wide enough to accommodate their mobile equipment, compatible hose
connections, and procedures for the use of communications equipment.
443 Small or Unattended Facilities

In smaller installations such as service stations, most bulk plants, producing well
sites, and others where no fire equipment other than first aid is provided, public fire
departments are relied upon exclusively to control larger fires. In such cases, the
municipal fire chief serves as the IC and takes full charge of the fire fighting activi-
ties.
444 Larger Facilities

In larger installations, where a Company fire organization and fire fighting equip-
ment are provided, public fire departments supplement the Company forces. The IC
is generally a Company employee. Close cooperation between Company personnel

and those in charge of public fire equipment and personnel is essential to get the
maximum benefit from public services. Unified command is sometimes required by
the public fire department.
445 Public Utilities

Public utilities (electric, gas, phone, water) have emergency crews that can help in
case of serious fire. Knowledge of their work and equipment as well as the proce-
dure for calling them, should be part of the emergency preparedness program.
450 Reminder Sheets

Reminder sheets help the IC and assistants follow procedures during a serious fire.
The reminder sheets shown in Figures 400-3 through 400-7 for members of the
organization are included in the following pages and can be used as training aids.
• Incident Commander/Process Advisor
• Safety Officer
• Person in Charge of Records
• Information Center Supervisor Directing Press Relations

Fig. 400-3 Incident Commander Reminders
1. Make sure the Fire Chief is on the job. Confirm that established procedures for rescue and fire fighting are
underway and that key positions in the fire organization are or will be filled.
2. Establish an Incident Command Post.
3. Make sure the Public Affairs representative is in place.
4. Size up the fire, and determine, if possible, the source, kind of fuel, and additional fuel sources which might
become involved.
5. Control the supply of fuel. The Process Liaison should issue instructions for limiting flow of fuel to the fire,
such as shutting down equipment and closing valves, pumping out vessels or lines or displacing them with
water, dumping to blowdown, and so on.
6. Apply cooling streams to exposures.
7. Make sure that water is not used in excess, flooding the area.
8. Analyze the situation to determine if a re-ignition hazard exists.
9. Make sure manpower and equipment are adequate and the most important activities are receiving first
consideration.
10. Coordinate activities of outside fire fighting forces (including mutual aid).

Fig. 400-4 Safety Officer Reminders
Oversee the general safety of all people involved.
1. Watch for falling debris, etc.
2. Watch for overhead leaks, oil floating on water, etc.
3. Make sure sewer openings are open and draining freely.
4. Watch for chemical spills.
5. Consult with an industrial hygiene resource to make sure personnel exposures are properly handled.
6. Check location of high tension wires and other electrical equipment and warn fire fighters.
7. Monitor for toxic vapors, gases, and high ambient temperatures (>140°F).
8. See that hazardous areas are secured from unauthorized access and from individuals not equipped with
proper personal protective equipment.

Fig. 400-5 Incident Recorder Reminders

Record events in chronological order giving time and location where appropriate:
1. Time of arrival at scene of emergency.
2. Origin of fire–location and possible cause.
3. Wind and weather conditions.
4. Extent of flame–height, area covered, color of flame and smoke, etc.
5. Explosions (time and location).
6. Spread of fire to adjacent structures.
7. Arrival of fire fighters.
8. Use of each piece of fire equipment.
9. Number of people and amount of equipment used in various operations.
10. Effect of extinguishment—type, such as foam, water, etc.
11. Actions used to isolate and shut down the fuel source.
12. Effect of radiant heat.
13. Action of relief valves and flares.
14. Distance traveled by sparks and brands.
15. Quantity of water and foam concentrate used.
16. Rate of application of water and foam.
17. Efficiency of drainage.
18. Ability of various kinds of material to withstand fire conditions.
19. Injuries to fire control and other personnel.
20. Condition of tank or tank vessel shells—buckling.
21. Rate of progress of heat wave in tank (if crude oil).
22. Extent of each boilover or frothover (if crude oil).
23. Special equipment issued, and to whom.
24. Orders issued, when, and by whom.
25. Photograph and/or video tape the fire for Company records.
26. Provide information to supervisor in charge of investigation.

Fig. 400-6 Public Affairs Officer Reminders
Consider the following points where applicable:
1. Advise appropriate members of management and the Public Affairs Department of all significant features of
the fire.
2. Instruct guards not to discuss the situation with reporters and to escort all reporters and photographers to a
designated location for briefing.
3. Brief reporters on what is burning. Do not attempt to describe the fire control activities.
4. Do not release the names of injured persons or fatalities.
5. Avoid depicting a conflagration or referring to any possibility of extensive spread or exposure to the public.
6. Do not permit reporters to interview operators or fire fighters.
7. Conduct photographers to safe locations where they can take pictures of news value.
8. Arrange, if possible, an interview for the press with the facility manager as quickly as possible.

Fig. 400-7 Example Pre-fire Plan

Facility Chevron Marketing Terminal
111 Main St.
Location Anytown, USA
The Marketing Terminal receives light pipeline products such as gasoline and diesel for
Purpose of Facility storage and sales via the truck racks.
Emergency Phone Numbers
Position Days Off-Hours
Fire Department (xxx-xxxx) 911 911
Chevron
Name Terminal Manager xxx-xxxx xxx-xxxx
Name Head Operator xxx-xxxx xxx-xxxx
Name Area Manager xxx-xxxx xxx-xxxx
Name Pipeline Dispatch xxx-xxxx xxx-xxxx
Name Regional Compliance xxx-xxxx xxx-xxxx
Mutual Aid
Equipment Availability
Other
Type Fire Dept On-Site Location
Turnout gear X
Breathing apparatus X
Fire extinguishers 30 lb. 6

Fire extinguishers 150 lb. 2
Hose reels 1 1/4" 7
Fire hydrants 4 1/2" hose connections 2
Subsurface foam makers 1 4
Pumper truck (2000gpm)
Foam truck 2 airport
1 refinery
Foam supplies
1300 gal. 3% AFFF foam (tank) 1
100 gal. 6% mutual aid
Portable water pump (1000 gpm) mutual aid
Facility Layout See attached plot plan
Fire Water/Foam System See attached schematic
Surrounding Occupancies Location and Type of Water Supplies
One 2000 bbl. tank and one 3000 bbl. tank on site and full of fresh
water. This is a 3 to 3 1/2 hour supply at a usage rate of 1000 gpm.
North: farmland To maintain the flow, use a fire department pumper truck to boost
South: farmland system pressure/flows. Tank levels are displayed at a location near
East: paved two-lane road and farmland foam manifold.
West: AAA Company
East of the plant are fresh water irrigation ditches.

460 References
Occupational Safety and Health Administration (OSHA)
Title 20 CFR, Section 1910.156
Title 20 CFR, Section 190.38a
Title 20 CFR, Section 1910.120
National Fire Protection Association (NFPA)

NFPA 600 “Industrial Fire Brigade”
NFPA 1500 “Standard on Fire Department Occupational Safety and Health”
470 Fire Scenarios
471 Fire at Truck Racks or Manifold Area (Scenario 1)

Truck Driver Actions
Note If the terminal is unmanned at the time of the fire, the fire department takes
these steps:
1. Shut down terminal (pumps, tank suction valves, loading rack valves, and
vapor recovery). Use any emergency shutdown switch:
– At each end of the loading rack
– On light pole west of loading rack near fence
– On office building east wall
2. Call 911 to report fire to fire department
3. Call pipeline dispatcher on emergency phone in the grey metal box on the
north wall of the office building. Have the pipeline shut down and blocked in.
4. Attempt rescue of injured personnel if safe to do so.
5. Determine if fire can be safely extinguished by dry chem extinguishers on
hand. If not, move to a safe area, and wait for the fire department.
6. Open the gate and stand by to advise arriving fire fighting personnel of the situ-
ation and to control access to the area.
7. Call Chevron Operations personnel. (see phone numbers on front page).
Fire Department Actions

Major Objectives:
• Ensure personnel safety
• Perform rescues

• Isolate the fuel source

• Prevent line ruptures/flange failures
• Extinguish the fire
Procedures:
1. Have the fire department dispatcher confirm the Chevron notifications (see
phone numbers on front page).
2. Set up Incident Command System (See ICS organization diagram attached).
3. Attempt rescue of injured personnel, if safe to do so.
4. Assess situation and call in mutual aid, if necessary.
5. Connect pumper truck to fire water main to boost pressure to 150 psig.
6. Set up portable foam generator, if necessary, to extinguish ground fire. Use
foam connection at foam tank.
7. If fire is impinging on any equipment such as vessels or piping, set up portable
monitors or hand lines to cool equipment.
8. If fire is being fed from a pressured source, use a brigade approach to isolate
the source.
9. Extinguish ground fires using foam from on-site foam tank.
Actions of Responding Chevron Operations Personnel

1. Assume role of Process Liaison in the Incident Command System.
2. Advise Incident Commander in isolating sources of fuel to the fire by identi-
fying critical equipment such as pumps and valves.
3. Maintain an accurate record of the event:
– Time fire reported, fire department arrived, and other notifications made
– Equipment, personnel, and tactics used to fight fire
– Foam usage, especially amount left on hand
– Any information useful to incident critique
4. Keep Marketing management informed of the situation.
472 Fire in Tank Field (Scenario 2)

Note In this scenario, the terminal is unmanned and a 911 call is received.
Major Objectives
• Isolate the fuel source
• Prevent line ruptures/flange failures in the tank field
• Cool tank shells with direct flame impingement

• Extinguish ground fires

• Extinguish tank fires
• Minimize water usage
Actions
1. Have the fire department dispatcher call the Chevron Pipeline dispatcher and
have the pipeline shutdown and blocked in. Also, have the fire department
dispatcher call Chevron Operations personnel (see phone numbers on front
page).
vapor recovery). Use any emergency shutdown switch:
– On light pole west of loading rack near fence
– On office building east wall
4. Assess situation and call in mutual aid, if necessary.
5. Connect pumper truck to fire water main to boost pressure to 150 psig.
6. Extinguish ground fire using portable foam generator, if necessary.
7. If fire is impinging on any equipment such as vessels and piping, set up
portable monitors or hand lines to keep equipment cool. Minimize the use of
water.
8. If there is an internal tank fire, determine whether to use foam application,
either surface or subsurface.
– Generally, if the roof is intact, the fire will be in the seal area, and subsur-
face application may be effective.
– If the floating roof has failed in a fully involved tank fire, subsurface foam
application isn't effective because the sunken roof impedes the flow of
foam to the surface. In this situation, try to protect adjacent equipment.
Subsurface Injection Procedure

Note Take these steps once the ground fire has been extinguished.
1. Verify that the tank is more than 2 feet below the overflow height by reading
on the tank level gage, or by contacting the Pipeline dispatcher to avoid a tank
overflow when the foam starts.
2. Use a fire brigade team to open the foam valve and inlet valves at the tank.
3. Verify that the fire water system pressure is 150 psig.
4. Start foam into the tank using the tank/foam maker concentrations listed in the
Figure 400-8 Foam Usage Table. Discontinue after 15 minutes to determine

impact on the size of the fire. If there is no impact, consider discontinuing the
application to minimize water usage.
5. If foam is having no impact, shift objectives to protect adjacent exposures.
Fig. 400-8 Foam Usage Table

Water Usage Foam Usage(1)
System Total Total
Tank Number GPM Gals(2) GPM Gals(2)
T-1 3 430 23650 13 715
T-2 1&2 300 16500 9 495
T-3 2 190 10450 6 330
T-4 1 110 6050 3 165
(1) 3% foam solution
(2) Total used in 55 minutes per NFPA 11, paragraph 3-2.4
Actions of Responding Chevron Operations Personnel

1. Assume role of Process Liaison in the Incident Command System.
2. Advise Incident Commander in isolating sources of fuel to the fire by identi-
fying critical equipment such as pumps and valves.
– Time the fire was reported, the fire department arrived, and other notifica-
tions made
– Equipment, personnel, and tactics used to fight the fire
– Foam usage, especially amount left on hand
– Any information useful to incident critique
473 Fire in Office Building (Scenario 3)

Chevron Plant Operator Actions
Note If terminal is unmanned at the time of the fire, the fire department performs
these functions upon arrival.
vapor recovery). Use the emergency shutdown switches:
– On the light pole west of the loading rack near the fence
– On the east wall of the office building l
2. Call 911 to report the fire to fire department

3. Call the pipeline dispatcher on the emergency phone in the grey metal box on
the north wall of the office building. Have the pipeline shut down and blocked
in.
4. Determine if fire can be safely extinguished by available dry chem extin-
guishers. If not, move to a safe area, and wait for the fire department.
5. Open the gate and stand by to advise arriving fire-fighting personnel of the situ-
ation and to control access to the area.
Call Chevron Operations personnel. (See phone numbers on front page).
Fire Department Actions

Major Objectives:
• Ensure personnel safety
• Perform rescues
• Extinguish the fire
Actions:
1. Have the fire department dispatcher confirm Chevron notifications (see phone
numbers on front page).
3. Attempt rescue of injured personnel, if safe to do so.
4. Assess the situation and call in mutual aid, if necessary.
5. Connect the pumper truck to the fire water main to boost pressure to 150 psig.
Responding Chevron Operations Personnel Actions

1. Assume the role of Process Liaison in the Incident Command System.
– Time fire reported, fire department arrived, and other notifications made
– Equipment, personnel, tactics used to fight fire
– Information useful to incident critique

SKETCH OF FACILITY AND IMMEDIATE SURROUNDINGS
(Attach additional sheets if necessary)
Be as precise as possible; attach Capacity in gallons and barrels.

plot plan if available, show north Also, for tanks indicate diameter,
arrow. Show all tanks, structures, height, type of roof, class of
process and fire fighting product, and foam solution
equipment such as hydrants, application rate (FSAR). Show
monitors, fixed foam systems, drainage paths, indicate
subsurface foam injection points; emergency shutdown switches.
consider possible hose lays to Show location of tank field drain
equipment. Indicate any special valve.
or unusual risk. Show
impounding areas with their
5. SURROUNDING OCCUPANCIES & LAND USE (Schools, residences, brush land. Identify
any unusual hazards in adjoining occupancy.)
North
South
East
West
6. PERSONAL PROTECTIVE EQUIPMENT AVAILABLE
Protective Equipment
Needed (List) Fire Dept. On Site Other – Location & Phone
7. LOCATION OF EMERGENCY EQUIPMENT AND SUPPLIES (Available 24 hours a day.

Include phone numbers.)
Foam Truck
Foam Trailer
Subsurface Foam Makers
Foam Supplies
Portable Water Pumps
Street Barriers
8. LOCATION AND TYPE OF WATER SUPPLIES [Hydrants, ponds, canals (fresh or salt).
(Verify hydrant thread compatibility, water pressure, flow rates, or total volume and
uninterrupted source of power to fire water pump.]
FIRE EXTINGUISHERS FIRE HOSE REELS FIRE HYDRANTS
• Are they inspected monthly? • Are they inspected monthly? • Are they inspected monthly?
• Are they ready for use? • Are the hoses in good • Are they well marked?
• Is there an annual condition? • Is there a spanner wrench
maintenance program? • Is the nozzle in place? readily available?
• Is maintenance record up to • Are they leak free? • Are threads compatible with
date? • Are they ready for winter? equipment to be used?
9. KEEP PRE-FIRE PLAN CURRENT (At least annually and at time of important change.)
Facility Manager
(Print)
Name of Fire Department

(Print)
Initial Pre-Fire Plan Next Scheduled Pre-

Actual Date of Facility Fire Department Fire Plan Review or
Annual Review Representative Representative Update

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400 Emergency Response

410 Level of Response 400-3

Chevron Corporation 400-1 December 1994

445 Public Utilities

December 1994 400-2 Chevron Corporation

410 Level of Response

411 Employee Responsibilities

Chevron Corporation 400-3 December 1994

412 Regulatory Codes & Standards

420 Incident Command System (ICS)

December 1994 400-4 Chevron Corporation

422 The ICS Organization

Fig. 400-1 Incident Command System (ICS) - Abbreviated Structure

ICS is based on manageable span-of-control. In general, the span-of-control of any

Chevron Corporation 400-5 December 1994

Fig. 400-2 Incident Commander System (ICS)

Process Liaison Public

Logistics Planning Finance

Fire Attack Evacuation Medical Hazmat

423 The Incident Commander

December 1994 400-6 Chevron Corporation

communications. Recommended are portable two-way radios, telephones, fax

424 Process Liaison

425 Command Staff

Chevron Corporation 400-7 December 1994

December 1994 400-8 Chevron Corporation

• Dispatching resources as requested by the Incident Commander or Operations

427 Other ICS Functions

Chevron Corporation 400-9 December 1994

• Security services or coordination with plant protective services

December 1994 400-10 Chevron Corporation

428 Senior Executives

430 Pre-Fire Plan

Chevron Corporation 400-11 December 1994

December 1994 400-12 Chevron Corporation

440 Coordination with Outside Agencies

Chevron Corporation 400-13 December 1994

442 Advance Planning

443 Small or Unattended Facilities

444 Larger Facilities

December 1994 400-14 Chevron Corporation

445 Public Utilities

450 Reminder Sheets

Chevron Corporation 400-15 December 1994

Fig. 400-3 Incident Commander Reminders

2. Establish an Incident Command Post.

3. Make sure the Public Affairs representative is in place.

6. Apply cooling streams to exposures.

8. Analyze the situation to determine if a re-ignition hazard exists.

December 1994 400-16 Chevron Corporation

Fig. 400-4 Safety Officer Reminders

Oversee the general safety of all people involved.

1. Watch for falling debris, etc.

2. Watch for overhead leaks, oil floating on water, etc.

3. Make sure sewer openings are open and draining freely.

4. Watch for chemical spills.

Chevron Corporation 400-17 December 1994

Fig. 400-5 Incident Recorder Reminders

1. Time of arrival at scene of emergency.