Update from British Transport Police Paul Crowther OBE Chief Constable

What I’ll cover today Counter terrorism Progress against 20:20:10 Transformation External factors

Counter Terrorism

Threat levels International terrorism – SEVERE Northern Ireland related terrorism – MODERATE Threat Levels CRITICAL - attack is expected imminently SEVERE - attack is highly likely SUBSTANTIAL - attack is a strong possibility MODERATE - attack is possible, but not likely LOW - attack is unlikely Sectors Rail / Underground (London) Rail (Outside London) Rail (International) Police Military

Context Attractiveness of transport systems to terrorists Evolving attack methodology The economic case Development of BTP capability Challenging ourselves and the immediate implications for planning ‘Go Critical’ plan

Attractiveness Public transport attacks, creating fear and economic impact 74 UK terrorist related incidents since 1991 Over 4000 terrorist related incidents worldwide since 1970 Over 25 terrorist related incidents since Sept 2014 Railways remain a significant target Bombs placed on trains or on buses account for the largest (and most lethal) proportion (35%) Recent on board train attack Amsterdam to Paris

Evolving threat picture IED VBIED PBIED Chem/bio Marauding active shooter Bladed item Police/military workers Lone actors - Nike/ Martini

Attack Methodology London 7/7 Woolwich 2013 Tunisia 2015 Madrid 2005 France 2015 UK Extremism 8

Economic impact post 7/7 8.5-16% reduction in passenger journeys on tube alone lasting 5 months 22.5m fewer tube passengers 19% changed travel patterns and modes lasting 7 months Just 2 days transport disruption (ability to get into work) affects UK economy by 0.1% (Deloitte) 7/7 cost UK economy £2b. London economy reduced by 0.5% and UK by 0.1% (Centre for Economic Research) Cost of disruption

BTP strategy Post 7/7 rethink CCTV Pre Olympics firearms business case Increased threat level August 2014 Current capability and coverage Go ‘Critical’

Challenging ourselves - are we doing enough? Protecting the public Protecting the industry and wider economy The role of DfT Influencing the industry agenda Exploiting CCTV Creating capability and capacity - now Planning for a ‘Critical’ state of readiness

Risk Management CT Gold Group Review of police sector threat Review of patrol strategy Op Pegasus and tactical options Specialist assets – AFOs, Dogs, SRU, BDOs Scalable, multi-layered patrol strategy Proportionate response to suspicious incidents ( ‘HOT’ and ‘WHAT’) Good coordination with other agencies 12

Capabilities Armed Policing Armed patrol at key locations Participation in proactive CT operations Response to firearms / weapons incidents Specialist Response Unit Response to unattended items Response to suspected CBR incidents High profile patrol Taser support CT Operations Behavioural detection capability Participation in proactive CT operations Special Movements Police Dogs Explosives Detection General Purpose Cross Functional Taser Uplift to over 500 officers 13

Go Critical Plan National command structure / interoperability Relationships with security agencies, DfT, rail industry, police service JESIP interoperability with other emergency services Control Rooms BTP / NOC / ROC CCTV National / BTP testing and exercising CTSU uplift and multi layered patrol strategy 14

Go Critical Plan Operation Pegasus patrol strategy and tactical options Enhanced visibility policing Emergency roster - 7 / 14 / 28 days Mobilise back office and detectives Cancel rest days, leave, training, non-critical functions Define / review protected services (court; custody; crime investigations; safeguarding?) Sustainability Cost 15

CT conclusions Threat is real & present Attack methodology changing and unpredictable Emergence of new threats ‘add to the list’ Vulnerability of open mass transit understood Public safety & economic case for prevention are strong Need to build capability to help keep the system running – whatever the threat level Scalability and sustainability are key France - new appraisal of demand, capacity & capability

Our Purpose Specialists, helping the nation’s travelling public get home everyday safe, secure and on time Our Ambition To be recognised as a vital player in a growing railway industry 20:20:10

Crime reduced 11 years in a row Notifiable crime down 44% Robbery down 82% Theft of property down 61% Line of route offences down 73% Minutes lost to cable theft down 87% Overall detection rate 31% 13.7% reduction in real term budget since 2008 15 crimes per million passengers compared to 82 in 2003/4

2014/5 performance Notifiable crime down 8% Theft of passenger property down 16% Robbery down 18% Cable theft down 40% 0.1% increase in minutes lost to police related disruption 4.8% decrease in primary minutes 3% increase in reactionary minutes

Expanding & evolving railway Busier network Growth in passengers +16% in next 5 years Growth in freight +23% in next 5 years More congestion More facilities at stations More incidents Greater impact of disruption caused by incidents Passenger expectations Threat of terrorism Spending Review

Challenges 20:20:10 CT Transformation External factors Disruption Crime Confidence CT Transformation External factors 21

Disruption Overall disruption up 5% Primary minutes down 1% Reactionary minutes up 8% Trespass and fatalities - 83% of lost minutes FATALITIES This weekend 8 fatalities 1 non fatal 37 reports of suicidal behaviour 12 interventions – possibly life savings OP AVERT National initiative in Sept/Oct to tackle trespass and suicide Partnership approach NWR and the Samaritans

Disruption Trespass Fatalities 54% of disruption caused by trespass 7,376 incidents this year (9% increase on last year) 308,685 minutes lost due to trespass Fatalities 32% of disruption caused by fatalities 362 fatalities this year (15% increase on last year) Average clearance time – 81 minutes 425,830 minutes disruption due to fatalities FATALITIES This weekend 8 fatalities 1 non fatal 37 reports of suicidal behaviour 12 interventions – possibly life savings OP AVERT National initiative in Sept/Oct to tackle trespass and suicide Partnership approach NWR and the Samaritans

Disruption Joint Strategic Disruption Strategy with Network Rail Op Avert Trespass profile – recommendations and PSPs Trespass summit? Safeguarding FATALITIES This weekend 8 fatalities 1 non fatal 37 reports of suicidal behaviour 12 interventions – possibly life savings OP AVERT National initiative in Sept/Oct to tackle trespass and suicide Partnership approach NWR and the Samaritans

Crime Notifiable crime 2% up on last year Some good reductions Some increase was expected Sexual offences up 31% - ‘Report It to Stop It’ Football related offences – new approach However Violence up 13% Criminal damage up 19% FATALITIES This weekend 8 fatalities 1 non fatal 37 reports of suicidal behaviour 12 interventions – possibly life savings OP AVERT National initiative in Sept/Oct to tackle trespass and suicide Partnership approach NWR and the Samaritans

New approach to football Proactive, professional interventions No longer tolerate unacceptable behaviour More travelling serials New tactics Better use of full range of powers Partnership approach – rail industry, football, police Incentives and sanctions FATALITIES This weekend 8 fatalities 1 non fatal 37 reports of suicidal behaviour 12 interventions – possibly life savings OP AVERT National initiative in Sept/Oct to tackle trespass and suicide Partnership approach NWR and the Samaritans 26

Confidence Passenger confidence - 77.75% (NRPS Spring 15) BTP’s 2015 Rail Staff Survey 3,742 responses (doubled from 2014) 64.8% rated their personal security as very good or good 21.5% rated their personal security as neither good or poor 13.1% rated their personal security as very poor or poor Increase passenger confidence at 20 stations with lowest confidence ratios

20 Lowest Confidence Stations Spring 2015 Autumn 2014 Change Barking 71.68% 68.42% + Basildon 49.51% 53.47% - Birmingham New Street 75.77% 72.04% Clapham Junction 70.49% 68.47% Ealing Broadway 69.14% 67.89% East Croydon 67.24% 67.11% Exeter Central 71% 72.82% Finsbury Park 60.71% 66.99% Grays 75.97% 72.14% Hayes And Harlington 72.55% 65.88% London Bridge 62.50% 68.81% London Cannon Street 71.31% 72.15% London Charing Cross 71.66% 63.65% London Liverpool Street 74.36% 72.64% London Victoria 75.66% 72.74% Maidenhead 66.28% 71.98% Moorgate 63.86% 64.49% Romford 59.09% 56.45% Stratford (London) 68.88% 66.67% Tottenham Hale 79.17% 66.41% Aggregate confidence 71.5% 69.58% Confidence increased at 13 out of 20 stations

Transformational change People Information Operational Resources

Transformation - People ‘You Make the Difference’ People Strategy Redesigned new recruit training programme New performance management framework Career pathways Skills agenda

Transformation - Information Integrated Systems Programme Mobile devices Body Worn Video CCTV

Transformation - Operational Trafalgar Evidence Review Gateway Contact Handling Crime and offender management review

Trafalgar

Transformation - Resources Demand & Resource review Mapping resource to demand New rosters Increased visibility & availability at right time and place Employee Supported Policing Scheme Aim is recruit 300 additional Specials Seeking support from industry for travel incentives to maxmise benefit and coverage

We said ‘the difference you will see’ will be Improved partnership working Improved visibility Improved response capability Right people, right skills, right place, right time Reduced crime Reduced disruption ?? Increased confidence

External factors Counter terrorism Spending Review 15 Infrastructure Policing Review

Questions