International Conference on Critical Infrastructure Protection Helsinki 4-5 October ‘07 ‘Future partnerships in critical Infrastructure protection’ Charles.

International Conference on Critical Infrastructure ProtectionHelsinki 4-5 October ‘07

‘Future partnerships in critical Infrastructure protection’

Charles Gadomski Mark Lewis

London Underground

Life Without Metros

Life Without Metros

London Underground Dimensions

London Underground Dimensions

Crime on London Underground

• Low crime environment

• Controlled space

• 18500 notifiable crimes in 2006

• A crime every 58000 passenger journeys

• Crime down by 2.1% whilst passenger numbers up by 5%

Customer perceptions

• Perception of safety and security on trains and stations is improving

• Highest concerns are about smoking, graffiti and fare evasion

• Fear of crime is an important concern

• Broken windows theory

Crime and Personal Security

• Reassurance policing

• Crime reduction team

• Crime and disorder strategy

• Designing out crime

• Crime / terrorism overlap

Experience of terrorism before 7th July 2005

• Irish Republican

– One fatality

• International terrorism

Our response to threat of terrorism (1)• Risk assessment

• Intelligence awareness

• Levels of risk

• British Transport Police

• Employee presence, vigilance, response

• Design standards

• CCTV

• Customer awareness

Our response to threat of terrorism (2)• Security checks

• Security programmes

• Contingency plans

• London Resilience Forum

• Resilience of critical infrastructure

• Management of unattended items

Specialist response

• HOT

• BTP Specialist response

• Explosives

• Chemical

• Biological

• Radiological

Events of July 7th 2005

Network recovery

• 85% of services restored

• Service Director appointed to lead recovery operation

• Remaining 15% by 4th Aug

• Customer numbers recover by mid September 2005

Lessons learned from 7/7

• Contingency plans functioned well

• Recovery plan was effective

• Communication from sites

• Bulk supply of early first aid

• CCTV data gathering

• Other agencies

Longer term responses (1)

• Continue with pre 7/7 Security improvement plan remains valid

• Continue with Security risk management system

• PPP £70m over 5 years

• PFI

• £60m policing costs, +10% since 7/7

Longer term responses (2)

• Passenger screening trials

• Continue to work with Government and International community

• Emergency equipment

• Train design

• Video detection systems

Critical success factors• Identify, assess, prioritise, plan, implement, test

• Combination of prevent and prepare

• Triggers of attack

• Evacuation

• Customer and staff awareness

• Work with others

• Early recovery

• Managing disruption

Disruption

July 05

Aviation threat

9/11 anniversary

Aviation alert

9/11 anniversaryRadiation alert

Customer impacting security events by period

0

20

40

60

80

100

120

140

160

180Station closure

Suspension - on train

Suspension - on station

Station closure - external

Suspension - external

Delay

Other

Total

Disruption – perception of terrorism

Customer impacting security events

0

2

4

6

8

10

12

14

1 to

7 A

pril

15 to

21 A

pril

29 A

pril t

o 5

May

13 to

19 M

ay

27 M

ay

to 2

June

10 to

16 J

une

24 to

30 J

une

8 to

14 J

uly

22 to

28 J

uly

5 to

11 A

ugust

19 to

25 A

ugust

2 to

8 S

epte

mber

16 to

22 S

epte

mber

30 S

epte

mber to

6 O

ctober

14 to

20 O

ctober

28 O

ctober to

3 N

ove

mber

11 to

17 N

ove

mber

25 N

ove

mber to

1 D

ece

mber

9 to

15 D

ece

mber

23 to

29 D

ece

mber

6 to

12 J

an

20 to

26 J

an

3 to

9 F

eb

17 to

23 F

eb

3 to

9 M

ar

17 to

23 M

ar

31 M

ar to

6 A

pr

Station closure

Suspension (on train)

Suspension (on station)

Station closure (external)

Suspension (external)

Delay

Other

Total

Aviation security alert

9/11 anniversary

Letter bombs

21/7 trial begins

New guidance launched

Partnership - People / Technology

• “the big lesson for us is to invest in your staff, rely on them; invest in technology but do not rely on it”

• Tim O’Toole – LU Managing Director – November 2005

Infrastructure Security Group

• Aims : ‘Improve real and perceived customer personal security & safety’..

• ‘Social inclusion as opposed to Social exclusion’..

• ‘LU will reduce customer fear of crime and perceived lack of personal security and reduce actual risk of crime through’..

How do we achieve this?• Partnership approach

• Stakeholder engagement

• People engagement

• Through management of our asset condition – to provide a controlled environment.

Partnership Approach

TfL Crime and Disorder

Infrastructure Co’sCommunications

Police

LU Customer Services

LU Operational Security

Strategy Owner: LU Strategy & Service

Development

LU Operational Upgrades

Contracts/Legal

Other SuppliersNational Rail

Engineers

Government

Infrastructure security strategy

– Encroachment map – level 1

• Cable theft• Vandalism• Stone throwing• Trespass• Track damage• Graffiti

– Based on crime statistics

Track Encroachment

What did a risk are look like

What did a risk area look like

Benefits of partnership• Business case can identify and consolidate all

benefits for all parties – joint funding.

• Trespass mitigation

• Cable theft – delays to customers

• Malicious Damage

• Loss of life and injury

• Graffiti damage

The Future – a growing infrastructure

2012 Olympics

Investment

To keep London moving in a safe and secure environmentTo keep London moving in a safe and secure environmentTo keep London moving in a safe and secure environmentTo keep London moving in a safe and secure environment

To combine a reliable train service with the highTo combine a reliable train service with the highstandards of customers care that are part of our heritagestandards of customers care that are part of our heritage

To combine a reliable train service with the highTo combine a reliable train service with the highstandards of customers care that are part of our heritagestandards of customers care that are part of our heritage

To be a world class Tube for a world class cityTo be a world class Tube for a world class cityTo be a world class Tube for a world class cityTo be a world class Tube for a world class city

VisionVisionVisionVision

StrategyStrategyStrategyStrategy

ChallengeChallengeChallengeChallenge