Fire Services network in the Antwerp port area to increase industrial emergency preparation & response

By Ben Windey - network coordinator – Brandweernetwerk Zeehaven-Schelde, and Gaby van Melick – consultant – Kappetijn Safety Specialists

Industries and public authorities in the Antwerp port area are joining forces to improve industrial incident response. In order to do so they are setting up the publicprivate firefighting network

“Brandweernetwerk Zeehaven-Schelde” (BZS). A network that will facilitate the provision of effective mutual aid in case of specialized, large and/or long-term incidents, and will stimulate overall preparation for incidents whilst increasing efficiency.

“The BZS-network’s primary added value will be organizing more against equal or lower joint cost and realizing a higher level of expertise and operational readiness.”

The BZS has started off as a collaboration between the 2 public emergency services that are active within the Antwerp port area, the port authority and 5 major companies that have fully fledged fire brigades. Those companies being BASF, Covestro, Evonik, Total Energies and Engie (exploiting the nuclear power plant in Doel). A shared desire to organize better industrial firefighting services in the industrial areas on both banks of the river Scheldt has united these partners. A desire that resonates within many other port companies, as proven by the large interest to join in.

The port of Antwerp-Bruges is one of Europe’s mainports, and the Antwerp port area contains the largest cluster of chemical industries and SEVESO/COMAH companies in Belgium. To illustrate, the port contains around 90 Seveso companies as well as 1 nuclear power plant. Being of vital interest to Belgium’s economy, ensuring business continuity of all companies within the port and the port as a whole is thus of the utmost importance. Hence the need for robust collaboration between companies and companies and public fire services regarding industrial firefighting and emergency response.

In no way is meant to diminish the often quite impressive emergency response capacities that are already present within the port area. Several companies have private firefighting services, varying from large companies with professional fire brigades to small companies with smaller emergency response teams. Such services may however operate somewhat like ‘small severely impact your operations. And the nature of the port activities means incidents may be exceed the scope any one party is prepared for on their own. Thus, as for any place that clusters so many high risk activities, safety gains can be achieved by intensifying collaboration.

Another factor both driving the need for collaboration and complicating successful execution thus far, is the - complex - geopolitical reality of the Antwerp port area. The port area covers 115 km2, borders the Netherlands and is spread out over 2 river banks, 2 provinces and 3 municipalities with public emergency response provided by 2 different “emergency response zones”. The port originated on the Right Bank in the municipality and province of Antwerp, with emergency response provided by the ‘Brandweerzone Antwerpen’. The port then expanded to the Scheldt’s Left Bank involving the municipalities Zwijndrecht and Beveren, the province East Flanders and the emergency response organization ‘Hulpverleningszone Waasland’. Resulting in a playing field strife with political sensitivities. Add in a rather congested transportation network, that moreover includes a multitude of locks and tunnels and it is easy to see how small disruptions can have large impacts, whilst providing optimal emergency response can be challenging. By default, in Antwerp’s port area many parties are involved in emergency preparedness and response. However, there is no overarching framework for emergency response throughout the port to facilitate effective and easy collaboration, with Seveso legislation being implemented at a provincial level and public emergency planning at a municipal level. So while collaboration may be unavoidable, effectively working together during incidents will require thorough preparation and alignment. And that is where BZS comes in.

Emergency response collaborations, ad hoc or more or less institutionalized, are nothing new. Models near and far have been reviewed to develop a set-up that fits the port of Antwerp. From the onset it has been clear it is not desired to establish a unified fire brigade, like in Rotterdam or Amsterdam, Netherlands. Rather the BZS network aims to retain the existing capacities within individual partners, and to add value by facilitating close operational collaboration during and in preparation for incidents. A model somewhat like CIMA in Houston, Texas comes to mind, that aims to facilitate exchange of knowledge, expertise and operational clout.

The BZS-network will take shape as a not-forprofit association with a Board of Directors. To represent the network’s dual public-private nature the six board seats are divided equally between the public and private partners. Through the General (Members) Meeting all BZS-members can influence strategic decision making, while equal representation of the public and private parties is ensured in the voting mechanism. A small permanent staff led by the network coordinator is foreseen to prepare and facilitate activities of the network, with members forming work groups where needed. The network does not intend to own any assets or staff. Arrangements with its members are made with regard to staffing, housing and use of facilities. In principle, ownership and maintenance of emergency response equipment remains with the individual members. Financially the public parties are the major contributors. A logical result, as their budgets include money raised through the Seveso taxes paid by the companies. Contribution amounts by the private members are divided into 3 categories depending on the operational capabilities that can be offered to provide Mutual Aid with. Companies with large professional fire brigades that can provide complete units of highcapacity vehicles/equipment with crew pay less than companies who have only knowledge or individual pieces of equipment to offer.

Goals of the network are visualized in the picture below. The network aims to simultaneously achieve an increase in performance as well as economies of scale. Working together during incidents offers access to enhanced operational clout and expertise. By preparing properly for joint operations through i.e. development of MA procedures, joint exercises and efforts to ensure assets are mutually deployable high performance is assured. Shared learning and development of knowledge further enhance performance. Organizing training of key personnel collectively ensures greater opportunities and flexibility, whilst simultaneously facilitating exchange of experiences. Through i.e. the collective purchase of vehicles/equipment/foam economies of scale are achieved.

Having a robust set-up that is sustainable with long term goals has been deemed key by the BZSnetwork. Therefore rather than having a ‘simple’ Mutual Aid Agreement is chosen to establish an independent legal entity, with facilities to stimulate long term memberships. Robustness is also provided through the strategic allocation of a board seat to essenscia. As a nationally recognized association advocating the interest of the chemical sector and life sciences the involvement and support by essenscia has been indispensable. Ambitious yearly plans that affect long-term planning matched by a significant yearly budget to facilitate operations gives the network further credence. Lastly, to retain relevance over time a key goal of the network is the development of (international) relations and knowledge exchange.

These are exiting times for the BZS-network. Up until 2023 the network was in a preliminary phase. A thorough process was executed to i.e. explore different organizational, governance and financial models, align goals and ensure commitment while building trust and relations. Last December marked a major milestone. During a grand reception the mayors and chairpersons of the main stakeholders publicly declared their commitment and support to the BZS-initiative. A significant moment in a politically divided country. As a result 2023 is all about implementing the BZS-network. Over the next few weeks the legal construct “BZS” with bylaws and a board is being established. On the practical side a home base, a website, a bank account and all other critical infrastructure that allows BZS to function are being realized. Simultaneously work is well under way towards achieving the network goals. A Vehicle & Equipment Catalogue provides insight in all available assets of the primary members. Next step is operationalizing the catalogue to facilitate MA during incidents and developing i.e. alarm procedures. Work is done to align long term investment plans and achieve costefficiency. A first joint training opportunity on management of complex/large scalez hazardous materials incidents is being organized. New and potential members are being integrated into the network activities, such as a seminar to exchange best practices and knowledge on the Foam Transition and develop an approach regarding outstanding questions. Last but not least, the JOIFF Industrial Emergency Services Management Conference 2023 has provided a great platform to introduce the BZS-network to the world and start building meaningful relationships. The only thing left to say: when can we meet again and help each other make our worlds a safer place?

Ben Windey is Incident Management Officer at Port of Antwerp-Bruges. As of January 2023, Ben is the Network Coordinator for BZS and leads the implementation process.

More information: www.bzs.be

Contact: ben.windey@portofantwerpbruges.com

Gaby van Melick is a consultant in the field of emergency and crisis management at Kappetijn Safety Specialists, a company specialized at helping public and private organizations (jointly) prepare for larger incidents and crises in industrial or nuclear environments.

More information: www.kappetijn.eu

Contact: g.vanmelick@kappetijn.eu