1.

1 Introduction:
We live in a world comprised of systems and risk. When viewed from an
engineering perspective, most aspects of life involve systems. For example, houses
are a type of system, automobiles are a type of system, and electrical power grids
are another type of system. Commercial aircraft are systems that operate within an
economical transportation system and a worldwide airspace control system. Systems
have become a necessity for modern living.
With systems and technology also comes exposure to mishaps because
systems can fail or work improperly resulting in damage, injury, and deaths. The
possibility that a system fails and results in death, injury, damage, and the like is
referred to as mishap risk. For example, there is the danger that a traffic light will
fail, resulting in the mishap of another auto colliding with your auto. Automobiles,
traffic, and traffic
lights form a unique system that we use daily, and we accept the mishap risk
potential because the risk is small. There is the danger that the gas furnace in our
house will fail and explode, thereby resulting in the mishap of a burned house, or
worse.
This is another unique system, with known adverse side effects that we
choose to live with because the mishap risk is small and the benefits are great.
Our lives are intertwined within a web of different systems, each of which can affect
our safety. Each of these systems has a unique design and a unique set of
components. In addition, each of these systems contains inherent hazards that
present unique mishap risks. We are always making a trade-off between accepting
the benefits of a system versus the mishap risk it presents. As we develop and build
systems, we should be concerned about eliminating and reducing mishap risk. Some
risks are so small that they can easily be accepted, while other risks are so large they
must be dealt with immediately. Mishap risk is usually small and acceptable when
system design control (i.e., system safety) is applied during the development of the
system.
Risks are akin to the invisible radio signals that fill the air around us, in that
some are loud and clear, some very faint, and some are distorted and unclear. Life,
as well as safety, is a matter of knowing, understanding, and choosing the risk to
accept. System safety is the formal process of identifying and controlling mishap
risk. As systems become more complex and more hazardous, more effort is required
to understand and manage system mishap risk.
 The key to system safety and effective risk management is the
identification
and mitigation of hazards. To successfully control hazards, it is necessary to
understand hazards and know how to identify them. The purpose of this book is to
better understand hazards and the tools and techniques for identifying them, in order
that they can be effectively controlled during the development of a system.
One of the effective ways to be safe is to apply the firefighting systems
1.2 The Importance of Integrating Fire Protection Design:
Fire protection is an integral part of the built environment. As such, it should
always be engineered in conjunction with the overall building design. Multi-
discipline engineering firms sometimes have engineers of other disciplines design
the fire protection systems; sometimes they outsource the fire protection design to
engineering consultants. Either option can result in inefficiency, improper design, or
excess cost if not properly coordinated.
Fire protection design was once almost exclusively prescriptive. In other
words, projects incorporated specific fire protection measures prescribed by codes.
Prescriptive fire protection design is still commonly used on many projects.
Engineers in disciplines other than fire protection are often charged with
designing the fire protection in accordance with prescriptive code requirements.
Proper design of fire protection systems for a prescriptive-type project requires
coordinating the fire protection design with the overall building design and
integrating the fire protection design features with the other engineering disciplines.
Fire protection features that are not designed while a building is being planned can
sometimes be very difficult to incorporate later. Adding these features later increases
the cost; leaving them out compromises the level of protection provided in the
building.
In contrast with prescriptive design, performance-based fire protection
design considers how fire protection systems perform given the selected building
design and its expected fire loading. Performance-based fire protection design is
steadily becoming more common. This type of design requires very close
coordination with the building design, because every change specified to the
building can affect fire protection system performance. Following prescriptive code
requirements and coordinating them with the other engineering disciplines is not
sufficient.
Just as experienced structural engineers design or oversee the design
of bridges, experienced fire protection engineers should design or oversee the design
of fire protection systems. Even for prescriptive designs, the information available
in codes is not sufficient for a design basis. The fire protection engineer must also
understand fire loading, fire development and growth, heat transfer, and how
available fire models handle all these elements.
In addition, the fire protection engineer and architect must closely
coordinate all fire protection design features and document their place in the
performance-based design. For example, if a wall is intended to increase available
occupant egress time or to eliminate the need for sprinklers in a particular area, then
the interior designer must be made aware that the wall cannot be changed without
changing the fire protection design. Many buildings with atria have special design
features that likewise should not be changed. Once the performance-based fire
protection design features have been selected and documented, they can be specified
and coordinated with the other engineering disciplines.
Whether a building is new or existing, or whether the fire protection design is
prescriptive or performance-based, this book explains how to integrate fire
protection engineering into the building design.

1.3 Safety and firef main definitions:

According NEBOSH safety definitions are:
1.3.1 Health:
The protection of the bodies and minds of people from illness resulting from the
materials, processes or procedures used in the workplace.
1.3.2 Safety:
The protection of people from physical injury. The borderline
between health and safety is ill-defined and the two words are normally used
together to indicate concern for the physical and mental well-being of the
individual at the place of work.
1.3.3 Welfare:
The provision of facilities to maintain the health and wellbeing
of individuals at the workplace. Welfare facilities include washing and
sanitation arrangements, the provision of drinking water, heating, lighting,
and accommodation for clothing, seating (when required by the work
activity), eating and rest rooms. First aid arrangements are also considered as
welfare facilities.
1.3.4 Occupational or work-related ill-health :
Is concerned with those illnesses or physical and mental disorders that are either
caused or triggered by workplace activities. Such conditions may be induced by the
particular work activity of the individual or by activities of others in the workplace.
The time interval between exposure and the onset of the illness may be short.
1.3.5 Environmental protection:
Arrangements to cover those activities in the workplace which affect the
environment (in the form of flora, fauna, water, air and soil) and, possibly, the health
and safety of employees and others. Such activities include waste and effluent
disposal and atmospheric pollution.
1.3.6 Accident:
Defined by the Health and Safety Executive as ‘any unplanned event that results in
injury or ill health of people, or damage or loss to property, plant, materials or the
environment or a loss of a business opportunity’. Other authorities define an accident
more narrowly by excluding events that do not involve injury or ill health.
EX:
 Struck Against
 Struck By
 Fall To Below
 Fall On Same Level
 Caught In
 Caught Between
 Contact with
 Overload (Overexertion)
1.3.7 Accident investigation:
The three primary tasks of the accident investigator are to gather useful information,
analyze the facts surrounding the accident, and write the accident report. The intent
of this workshop is to help you gain the basic skills necessary to conduct an effective
accident investigation at your workplace. Only experience will give you the
expertise to fine-tune those skills. Most of the information about conducting an
accident investigation will come directly from the class as we discuss issues, answer
basic questions and complete group activities. If you have prior experience in
accident investigation, we hope you will participate actively so others may benefit
from your valuable input. Ultimately, we want you to leave this workshop knowing
how to conduct an accident investigation and properly complete an accident
investigation report with confidence using our systematic approach.
1.3.8 Incident:
An unplanned, undesired event that hinders completion of a task and may cause
injury, illness, or property damage or some combination of all three in varying
degrees from minor to catastrophic. Unplanned and undesired do not mean unable
to prevent. Unplanned and undesired also do not mean unable to prepare for Crisis
planning is how we prepare for serious incidents that occur that require response for
mitigation.
1.3.9 Near miss:
Is any incident that could have resulted in an accident. Knowledge of near misses is
very important since research has shown that, approximately, for every 10 ‘near
miss’ events at a particular location in the workplace, a minor accident will occur.
EX:
 Poor housekeeping.
 Defective equipment.
 Unsafe dress or apparel.
 Improper PPE.
 Improper tools.
 Improper guarding.
 Improper ventilation.
 Improper lighting.
 Hazardous arrangement.
1.3.10 STOP card:
STOP stands for Safety Training Observation program, a program aimed at
preventing incidents and injuries. STOP is for Employees is a self-observation safety
program designed especially for the employees in your organization. During STOP,
participants learn to practice safety awareness and recognize and eliminate unsafe
acts and unsafe conditions-the major causes of workplace injuries.
STOP was originally developed by DuPont. It consists of self-study workbooks, on-
the-job activities, and Group Discussion meetings with videotapes. These
components introduce and reinforce basic STOP safety concepts that help
participants change their behaviors and work more safely. An effective safety
program can significantly reduce incidents and injuries at your site.
EX:
 Unsafe loading, placing, mixing, combining.
 Taking an unsafe position or posture.
 Working on moving equipment.
 Defecting safety devices.
 Failure to use personal protective equipment.
 Failure to secure or warn.
 Operating without authority.
 Operating or working at an unsafe speed.
 Horseplay
1.3.11 Dangerous occurrence:
Is a ‘near miss’ which could have led to serious injury or loss of life. Dangerous
occurrences are defined in the Reporting of Injuries, Diseases and Dangerous
Occurrences Regulations 1995 (often known as RIDDOR) and are always reportable
to the Enforcement Authorities. Examples include the collapse of a scaffold or a
crane or the failure of any passenger carrying equipment.
1.3.12 Hazard and risk:
A hazard is the potential of a substance, activity or process to cause harm. Hazards
take many forms including, for example, chemicals, electricity and working from a
ladder. A hazard can be ranked relative to other hazards or to a possible level of
danger. A risk is the likelihood of a substance, activity or process to cause harm. A
risk can be reduced and the hazard controlled by good management. It is very
important to distinguish between a hazard and a risk – the two terms are often
confused and activities such as construction work are called high risk when they are
high hazard. Although the hazard will continue to be high, the risks will be reduced
as controls are implemented. The level of risk remaining when controls have been
adopted is known as the residual risk. There should only be high residual risk where
there is poor health and safety management and inadequate control measures.

1.4 Safety Management System (SMS)

1.4.1 SMS introduction:
A "system" may be thought of as an orderly arrangement of interdependent
activities and related procedures which implement and facilitate the performance of
a major activity within an organization. (American Society of Safety Engineers,
Dictionary of Terms)

Take a look at Syssie, the cow. Syssie is a system, right? You can
tell she's a cow, so she has "structure." She needs food, air, water, a
suitable environment, tender loving care, and other "inputs" to
function properly. We know she has respiratory, digestion,
circulation, and many other "processes" inside. Finally, she produces
outputs like milk, waste products, and behavior.
Just like Syssie, all organizational systems are composed of the same
four basic components:
 S structure
 I Inputs
 P Processes
 O Outputs
If a system does not have adequate structure, inputs, or processes, the outputs will
not be those desired. Let's take a closer look at these components as they relate to
the safety management system.

1.4.2 Safety Management Systems Structure:

The structure of an SMS can take many forms. All
safety management systems function within and
support the company's operations system. Remember
safety managers and staff exist to help (assist) the line
organization, not control it. Safety people are
consultants, not cops!
We'll discuss a simple structure that includes four
basic positions; safety manager, safety engineer,
human resources coordinator, and the safety
committee. Actually, there's really no one-fits-all
structure. In a small company, one person may fulfill
duties in each of the four positions. In larger companies, each position may be filled
by an individual.

1.5 Implications of SMS:

The purpose of SMS is to support a move away from regulatory that specify
criteria that should be adhered to, towards performance-based regulations which
describe objectives and allow each regulated entity to develop its own system for
achieving the objectives. It is expected that an industry must develop its own policies
and systems to reduce risk, which should include implementing systems for
reporting and correcting shortcomings. More importantly, safety program will
reduce direct or indirect costs that could have been incurred without the
implementation of safety management system.
Despite the fact that SMS is an important advance in safety
management, it can only be effective through its implementation. SMS allows
organizations to ensure that all risks are all covered within the organization as a
single system, rather than having multiple competing Safety Management entities.
If safety is not seen holistically, it can interfere with the prioritization of
improvements or even result in safety issues being misses. In such cases it can be
presumed that the company had put too much emphasis on personal safety thus
ignoring the safety of their processes. The best way to remedy such entity thinking
is through proper evaluation of all risks a key aspect of an effective SMS.
1.6 Safety Benefits of an SMS
An SMS is basically an eminence management approach to
controlling risk providing an outline to support safety culture within an organization.
SMS forms the center of the company’s safety efforts and serves as a practical means
of linking up with other systems. It also provides the company’s management with
a systematic roadmap for examining safety-related processes.
Safety Management System is proven to be an effective management tool of
achieving safety within an organization and an industry as a whole. Although all
organizations differ from each other, there are common benefits that can be shared
among them.
- A proactive method of improving safety rather than the old reactive
approach, primarily after an accident.
- Reduced loss of life and injuries through prevention of accidents and
incidents.
- Improved employees satisfaction through involvement in the process
- More efficient interface with regulatory authorities.

1.7 The Framework for Health and Safety Management

Most of the key elements required for effective health and safety
management are very similar to those required for good quality, finance and general
business management. Commercially successful organizations usually have good
health and safety management systems in place. The principles of good and effective
management provide a sound basis for the improvement of health and safety
performance.
Have identified five key elements involved in a successful health and safety
management system. The five elements are:
1.7.1 Policy:
A clear health and safety policy contributes to business efficiency and continuous
improvement throughout the operation. The demonstration of senior management
involvement provides evidence to all stakeholders that responsibilities to people and
the environment are taken seriously. The policy should state the intentions of the
organization in terms of clear aims, objectives and targets.
1.7.2 Organizing:
A well-defined health and safety organization offering a shared understanding of
the organization’s values and beliefs, at all levels of the organization is an essential
component of a positive health and safety culture. An effective organization will be
noted for good staff involvement and participation; high quality communications;
the promotion of competency; and the empowerment and commitment of all
employees to make informed contributions.
1.7.3 Planning and implementing:
A clear health and safety plan involves the setting and implementation of
performance standards, targets and procedures through an effective health and safety
management system. The plan is based on risk assessment methods to decide on
priorities and set objectives for the effective control or elimination hazards and the
reduction of risks. Measuring success requires the establishment of practical plans
and performance targets against which achievements can be identified.
1.7.4 Measuring performance:
This includes both active (sometimes called proactive) and reactive monitoring to
see how effectively the health and safety management system is working. Active
monitoring involves looking at the premises, plant and substances plus the people,
procedures and systems.
1.7.5 Reviewing performance:
The results of monitoring and independent audits should be systematically reviewed
to evaluate the performance of the management system against the objectives and
targets established by the health and safety policy. It is at the review stage that the
objectives and targets set in the health and safety policy may be changed. Changes
in the health and safety environment in the organization, such as an accident, should
also trigger a performance review. Performance reviews are not only required by the
HSW Act but are part of any organization’s commitment to continuous
improvement. Comparisons should be made with internal performance indicators
and the external performance indicators of similar organizations with exemplary
practices and high standards.
1.7.6 Auditing:
An independent and structured audit of all parts of the health and safety management
system reinforces the review process. Such audits may be internal and external. The
audit assesses compliance with the health and safety management arrangements and
procedures. If the audit is to be really effective, it must assess both the compliance
with stated procedures and the performance in the workplace. It will identify
weaknesses in the health and safety policy and procedures and identify unrealistic
or inadequate standards and targets. The conclusions from an audit of an
organization’s health and safety performance should be included in the annual report
for discussion at Board meetings. This is considered best corporate practice.
1.8 Safety in an Organization
It's important to understand where the safety function "fits" in an
organization. Some organizations make the "mistake" of thinking safety is primarily
a human resource function: It's not. Although HR is an important part of the SMS,
it's not the center or hub of the system. Safety is a primary function of operations. It
relates directly to the quality of the production/service process within the
organization. Therefore, the system usually works best when the safety manager
reports to the top operational decision-maker. With this in mind, let's discuss each
of these positions.
Organizing for health and safety setting out clear responsibilities and
lines of communications for everyone in the enterprise. The legal responsibilities
that exist between people who control premises and those who use them; between
contractors and those who hire them; and the duties of suppliers, manufacturers and
designers of articles and substances for use at work. Policy, which is an essential
first step. The policy will only remain as words on paper, however good the
intentions, until there is an effective organization set up to implement and monitor
its requirements. The policy sets the direction for health and safety within the
enterprise and forms the written intentions of the principals or directors of the
business. The organization needs to be clearly communicated and people need to
know what they are responsible for in the day-to-day operations
A vague statement that ‘everyone is responsible for health and safety’ is
misleading and fudges the real issues. Everyone is responsible but management in
particular. There is no equality of responsibility under law between those who
provide direction and create policy and those who are employed to follow.
Principals, or employers in terms of the HSW Act, have substantially more
responsibility than employees. Some policies are written so that most of the wording
concerns strict requirements laid on employees and only a few vague words cover
managers’ responsibilities. Generally, such policies do not meet the HSW Act or the
Management of Health and Safety at Work Regulations 1999, which require an
effective policy with a robust organization and arrangements to be set up.

1.8.1 Safety Manager (SM)

The safety manager has overall responsibility for the SMS, but
primarily focuses on the physical safety and health of
employees through the use of administrative controls to limit
exposure to hazards. This position most effectively reports to
the head of operations. In larger companies, the safety
manager is usually the in-house subject matter expert on
mandated OSHA programs. Also, this person will be the primary consultant to the
employer on safety-related matters. He or she will also help the safety committee as
a consultant. It's usually best if the safety manager is a consultant to, but not a
member of, the safety committee. When the safety manager is also a safety
committee member, he or she usually winds up filling the chairperson position, and
does "all the work."
Typical programs and duties of the SM include:
1.8.1.1 Programs:
 Safety Training Program
 Incident/Accident Analysis Program
 All mandated OSHA programs - confined space, hazard communications, etc.
 Job Hazard Analysis
1.8.1.2 Duties:
 Manages all areas of the SMS
 Conducts inspections and audits
 Ensures compliance with all mandated OSHA programs
 Consults with the Safety committee, safety engineer, and human resources coordinator
 Conducts research, analysis and evaluation to improve the SMS

1.8.2 Safety Engineer (SE)

The first question to ask when a hazard is identified in the
workplace is, "How can we engineer the hazard out"? The safety
engineer usually works in the maintenance or engineering
department and is interested in using engineering controls to
eliminate or reduce hazards. Consequently, the safety engineer
needs additional training in "engineering" topics such as machine
guarding, electrical safety and lockout/tagout (See other OSHA
Workshops and OSHA Training Institute Region X for more course
info).
Examples of programs and duties the safety engineer may be
responsible for include:
1.8.2.1 Programs:
 Lockout/Tagout
 Electrical Safety
 Walking-Working Surfaces
 Machine Guarding
1.8.2.2 Duties:
 Conducts inspections and audits
 Ensures safety consideration in purchase of tools, equipment, machinery
  Consults with the Safety manager and committee
 Conducts research, analysis and evaluation to improve safety in the workplace
1.8.3 Human Resource Coordinator (HR):
This position is primarily interested in the quality of programs that
affect the psychological health of employees. Depending on what
works best, this person may or may not be a member of the safety
committee.
Safety- and health-related human resource programs may include:
1.8.3.1 Programs:
 Employee Assistance Program (EAP)
 Drug Free Workplace (DFW)
 Early-Return-To-Work (ERTW - Light Duty)
 Workplace Violence Prevention Program (WVPP)
 Incentives and Recognition Program
 Claims management
 Accountability Program
 New employee orientation
1.8.3.2 Duties
 Conducts audits of safety- and health-related HR programs
 Designs and implements incentive and recognition programs
 Maintains safety and health records
 Conducts disciplinary actions
 Conducts training on HR-related programs
 Consults with the safety committee on HR-related issues
1.8.4 Safety Committee (SC):
In some states employers are required to have a safety committee. Even when safety
committees are not required, it's smart business to have one. This in-house consultant
team acts as the "eyes and ears," for the SM by collecting data. The committee helps
the SM identify, analyze, and evaluate the design and performance of the SMS. The
SC provides data to the safety manager, safety engineer and human resource
coordinator. The committee usually submits recommendations and reports to the
safety manager.
1.8.4.1 Programs
 Incident/Accident Analysis Program
 Accountability System
 Safety Inspection Program
1.8.4.2 Duties
 Conducts safety inspections
 Evaluate the accountability system
 Develop incident and accident procedures
  Ensure effective reporting of concerns
 Observe conditions and behaviors
 Conduct surveys and interviews
1.8.5 All Systems Behave:
Remember Syssie? Well, just like Syssie the cow, the SMS behaves in a way that is
unique to each organization. The behaviors occur as individual actions and SMS
processes, each with a number of unique set of activities and procedures. A system
performance evaluation looks at how well these actions and processes are working.
The primary SMS activities and processes include the following:
 Commitment - leading, following, managing, planning, funding
 Accountability - role, responsibility, discipline
 Involvement - safety committees, suggestions, recognizing/rewarding
 Identification - inspections, observation, surveys, interviews
 Analysis - incidents, accidents, tasks, programs, system
 Controls - engineering, management, PPE, interim measures, maintenance
 Education - orientation, instruction, training, personal experience
 Evaluation - judging effectiveness of conditions, behaviors, systems, results
1.8.6 All Systems Produce Outputs:
If the system provides quality inputs and effectively performs activities and
procedures, the outputs (effects) are likely to be those desired and intended.
Remember, quality in likely means quality out. Short-term results are usually
specific observable-measurable conditions and behaviors. Long-term outcomes are
not so easy to see and effect the entire organization.
 Safe/Unsafe conditions, behaviors - results
 Many/Few incidents and accidents - results
 High/Low accident costs - outcomes
 High/Low productivity, morale, trust – outcomes
1.8.7 What does this principle mean?
Every system is designed perfectly to produce what it produces.

You know, every organization has a safety management

system. In fact, you cannot NOT have a safety management
system. Any system, whether it's Syssie the cow, or a
complex safety management system can get sick if it's not
designed properly and deployed effectively. Just like
Syssie, your safety management system will produce only
what it is designed to produce. It can't produce anything
else. If your safety management system results in symptoms like poor employee
safety performance and high accident rates, it's because the safety management
system has been, you guessed it, perfectly designed to produce those results.
Bottom line idea: If you properly design the safety management system, the
symptoms will not arise!
Last Words:
Well, that's a lot of information. It's critical to understand these basic concepts
before moving on to discuss the analysis and evaluation process

1.9 Firefighting main definitions:

1.9.1 Firing:
A process in which substance combines chemically with oxygen from the air and
typically give out bright light, heat, and smoke; combustion or burning.
Fires start when a flammable MATERIAL, in combination with a sufficient quantity
of an oxidizer (AIR), is exposed to a source of HEAT.
1.9.2 Classes of Fires:
1.9.2.1 Class A Fires:
Fires with trash, wood, paper or other combustible materials as the fuel source
1.9.2.2 Class B Fires:
Fires with flammable or combustible liquids& gases as the fuel source.
1.9.2.3 Class C Fires:
Fires involving Electrical equipment.
1.9.2.4 Type D Fires
(Metal Fires) as Mg, Li, Na…
1.9.2.5 Type K Fires
Burning of cooking fats and grease.
1.9.3 Flammable Liquids:
Flammable liquid is that having a flash point below 100 ºF and having a vapor
pressure not exceeding 40 lb/sq. The two primary hazards associated with flammable
and combustible liquids are explosion and fire.
1.9.4 Flash point:
Is the lowest temperature of a flammable liquid at which it gives off vapor sufficient
to form an ignitable mixture with the air near the surface of the liquid or within the
vessel used.
Flash point is the basic characteristic used by National Fire Protection Agency
(NFPA) to classify the relative hazards of liquids.
1.9.5 Auto Ignition Temperature:
The auto ignition temperature or kindling point of a substance is the lowest
temperature at which it spontaneously ignites in normal atmosphere without an
external source of ignition, such as a flame or spark.
This temperature is required to supply the activation energy needed for combustion.
1.9.6 Ignition Temperature:
Is the minimum temperature required to initiate or cause self-sustained combustion
without ignition from an external source.
Also called auto-ignition temperature.
1.9.7 Vapor pressure:
Measure how fast liquid evaporate. The lower vapor pressure the more rapidly liquid
evaporate.
1.9.8 Fire CODES & STANDARDS:
-NATIONAL FIRE PROTECTION ASSOCIATION (NFPA).
-American National Standard Institute (ANSI).
-American Society of Mechanical Engineer (ASME).
-American Society for Testing and Materials (ASTM).
-Underwriters Laboratories Inc. (UL).
-Factory Mutual (FM).
1.9.9 NFPA important chapters:
NFPA 10 Standard for Portable Fire Extinguishers.
NFPA 12 Standard on Carbon Dioxide Extinguishing Systems.
NFPA 13 Standard for the Installation of Sprinkler Systems.
NFPA 14 Standard for the Installation of Standpipe and Hose Systems.
NFPA 20 Standard for the Installation of Stationary Pumps for Fire Protection.
NFPA 22 Standard for Water Tanks for Private Fire Protection.
NFPA 2001 Standard on Clean Agent Fire Extinguishing Systems.
1.9.10 Fire HAZARDS CLASSIFICATION:
The classification of hazard varies according to the commodities and application of
the project.
1.9.10.1 Light Hazard.
Light hazard occupancies shall be defined as occupancies or portions of other
occupancies where the quantity and/or combustibility of contents is low and fires
with relatively low rates of heat release are expected.
1.9.10.2 Ordinary Hazard.
1.9.10.2.1 Ordinary hazard (Group 1): occupancies shall be defined as
occupancies or portions of other occupancies where combustibility is low,
quantity of combustibles is moderate. Stockpiles of combustibles do not
exceed 8 ft (2.4 m), and fires with moderate rates of heat release are
expected.
1.9.10.2.2 ORDINARY HAZARD (GROUP 2): occupancies shall be defined as
occupancies or portions of other occupancies where the quantity and
combustibility of contents are moderate to high. Stockpiles do not exceed
12 ft. (3.7 m), and fires with moderate to high rates of heat release are
expected.
1.9.10.3 Extra Hazard.
1.9.10.3.1 Extra hazard (Group 1): occupancies shall be defined as occupancies or
portions of other occupancies where the quantity and combustibility of
contents are very high and dust, lint, or other materials are present,
introducing the probability of rapidly developing fires with high rates of
heat release but with little or no combustible or flammable liquids.
1.9.10.3.2 EXTRA HAZARD (GROUP 2): occupancies shall be defined as
occupancies or portions of other occupancies with moderate to substantial
amounts of flammable or combustible liquids or occupancies where
shielding of combustibles is extensive.