1. Update from British Transport Police
Paul Crowther OBE
Chief Constable

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

3. Counter Terrorism

4. 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

5. 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

6. 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

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

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

9. 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

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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. Transformational change
People
Information
Operational
Resources

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

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

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

33. Trafalgar

34. 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

35. 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

36. External factors Counter terrorism Spending Review 15
Infrastructure Policing Review

37. Questions