Should you wish to know more, or have any questions about light rail security, please e-mail your enquiry to email@example.com. You can also write to the Domestic Land Transport Security Team at :
Great Minster House, 33 Horseferry Road, London SW1P 4DR
DfT Light Rail Security Network
The DfT has established a Light Rail Security Network, (LRSN) which is an informal group sharing advice and best practice amongst operators. Those Light Rail Operators who have not already joined are encouraged to. If you would like more information or are interested in joining the network, please write to firstname.lastname@example.org .
b.Organisational security culture
Security measures will generally be a combination of ‘‘front-line’’ physical and procedural security measures (e.g. searching, physical barriers, patrolling) and ‘‘secondary’’ measures (e.g. emergency planning, background checks, briefing/training). A ‘‘multi-layered’’ approach to security is more robust, acknowledging that no single security measure is fool-proof or capable of mitigating every type of threat.
Effective pre-employment screening checks for job applicants (e.g. ID checks);
Regular staff security briefings and training;
Establish or review your emergency plans and test them regularly; and
Contact your police force to obtain advice on protecting your network.
The CPNI and NaCTSO have produced guidance on building organisational security culture and on personnel security measures. These are designed to help organisations manage the risk of staff or contractors exploiting their legitimate access to their premises, information and staff for unauthorised purposes. The text at paragraphs 2.4 to 2.7 and 2.9 below is taken from that advice:
Building and embedding a security culture
Developing a security culture within an organisation is about encouraging staff to respect common values and standards towards security whether they are inside or outside the workplace. It is important therefore that somebody within your organisation has a clear responsibility for security, and works to build a security culture throughout the organisation.
The awareness of security amongst staff – their vigilance when conducting everyday routines, for example – is an essential part of an organisation’s protection and staff training: regular exercise and internal communications play an important part. Equally important is the manner in which a business reinforces its words through its actions.
If an organisation wants its employees to act appropriately, it must provide an environment that sets an example. For instance, if staff are required to keep paperwork securely locked away but they are not provided with sufficient storage (or broken locks are never repaired), they may question the management’s commitment to security. Likewise, staff ID passes should be worn at all times and a culture of enforcement established.
A security culture is about more than facilities and procedures – it is also about creating an environment that is focused and proactive about identifying and reducing risk, for everyone’s benefit.
Personnel security is a system of policies and procedures that seek to manage the risk of an 'insider threat'. This is the threat from individuals working somewhere within the industry and abusing their access for malicious purposes. Personnel security measures offer some protection against the use of insiders by terrorists, criminals or the media. Good personnel security ranges from proportionate but thorough pre-employment screening to the provision of ongoing care (once the job applicant is employed). The latter is to protect against existing employees who may foster a grudge against their employer, develop terrorist sympathies, or who may have been coerced out of loyalty to a family member or friend to do harm to their organisation.
Although many organisations regard personnel security as an issue resolved during the recruitment process, it is a discipline that needs to be maintained throughout a member of staff’s time in employment: through appraisal procedures, communication programmes, incentive schemes and even management attitudes and relationships. It should include a formal process for managing staff leaving the business.
When consistently applied, personnel security measures not only reduce operational vulnerabilities – they can also help build a hugely beneficial security culture at every level of an organisation.
Further guidance on personnel security can be found on the CPNI3 and NaCTSO websites4.
We recommend that any staff (e.g. drivers, cleaners, security staff, CCTV operators, customer service / information desk staff and other front lijne staff) whose duties or tasks include the following, be briefed regularly (and if possible be given appropriate training) to ensure that they are aware of their security responsibilities and how to respond appropriately:
Searching or checking rolling stock;
Passenger luggage reconciliation;
Searching or patrolling a station or other public area;
You may wish to use the free Passenger Rail Security DVD (see Section 1) as part of your front-line staff training, along with Project Argus5 and Project Griffin6 Training. Project Argus is a NaCTSO initiative aimed at managers to explore ways to prevent, handle and recover from a terrorist incident and Project Griffin is a police initiative to provide public facing staff with practical awareness of the CT threat and associated matters. This training is delivered by police CTSAs. Contact your police force for further information.