Update from British Transport Police

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

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

13. 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 Capabilities

14. 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 Go Critical Plan

15. 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 Go Critical Plan

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 AmbitionTo 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% reductionin 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 Disruption Crime Confidence CT Transformation External factors

22. Disruption • Overall disruption up5% • Primary minutes down 1% • Reactionary minutes up 8% • Trespass and fatalities - 83% of lost minutes

23. Disruption Trespass • 54% of disruption caused by trespass • 7,376 incidents this year (9% increase on last year) • 308,685minutes 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

24. Disruption • Joint Strategic Disruption Strategy with Network Rail • Op Avert • Trespass profile – recommendations and PSPs • Trespass summit? • Safeguarding

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%

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

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. Confidence Confidence increased at 13 out of 20 stations

29. People Information Operational Resources Transformational change

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

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

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

33. Trafalgar

34. 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 Transformation - Resources

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