Transcript Title (description) - Financial Executives

London 2012
Security & contingency
programme
29 May 2013
© 2013 Deloitte LLP. Private and confidential.
Introduction
1. Overview of Deloitte’s major
events experience
Major events
Overview of Deloitte’s major events experience
© 2013 Deloitte LLP. Private and confidential.
Major events
Overview of Deloitte’s major events experience
© 2013 Deloitte LLP. Private and confidential.
Deloitte & London 2012
London 2012 Olympic and Paralympic Games
In numbers….
• 205 countries
• 8.4m spectators searched
• 15,000 athletes
• 9,338,878 security shifts
required for the games
• 20,000 media
• 70,000 volunteers
• 5,000 Games family
• 20,825 total security
deployed on the peak day
(31 Jul)
• Over 9 million tickets
• 26 Olympic sports
• 20 Paralympic sports
• 128 Venues
• 7748 security personnel
deployed across
Paralympics peak day (2
Sept)
• 9056 MOD deployed on
peak day
© 2013 Deloitte LLP. Private and confidential.
London 2012 Olympic and Paralympic Games
Deloitte involvement
Official
Professional
Service Provider
(Tier 2 Sponsor).
9-year project
for 29
memorable
days of sport
Solving some of the world’s most complex Business challenges:
•Sourcing 1.8m pieces of sporting equipment for just a 6 week
period!
•Drivers Jonas Deloitte - Constructing a 15,000 capacity beach
volleyball arena in just 36 days!
Invested
£1.7m creating
the largest
disability sport
programme
Helping
LOCOG grow to
a FTSE 100
size company,
then dispand
within weeks
Working with the London Legacy Development
Corporation, providing expertise to develop the
strategy for the transformation and operation of
the Olympic park and venues in Legacy mode
750,000
hours of
expertise to
help deliver
the game
Deloitte ride
across Britain
>£1m for our
Elite Paralympic
Athletes
© 2013 Deloitte LLP. Private and confidential.
Deloitte in the UK is the exclusive provider of
professional services to the London 2012 Games
Official professional services provider to the
Olympic and Paralympic Games
Secondment programme
Satisfying LOCOG’s requirement for high calibre
people in operational roles across the full
breadth of the organisation.
Currently 63 secondees.
Roles included:
 Strategy & Programme Management
 Business Planning
 Financial Director
 Procurement
 Financial Analyst
 Security Integration
 Business Continuity Management
Ad-hoc and advisory services
Exclusive supply across our category of services.
Rolling engagement team of over 100 people:
 Programme Management
 Supply chain
 Risk and crises management
 Real estate services
 Tax services
 Security vendor assessment
 Environment & sustainability advisory
 Financial and accounting services
 Human resources consulting
 Employer solutions
© 2013 Deloitte LLP. Private and confidential.
Deloitte and London 2012
What we achieved
•
Structured the organizational design to allow LOCOG
to grow from 1 to 200,000 and then back down to 0 in
less than 8 years.
•
Set up and mobilised the £700m procurement
programme needed to ensure the Games have all
the right services and equipment – including 55
identical horses for the modern pentathlon!
•
Prepared LOCOG and the Greater London Authority
(GLA) for operational readiness through a range of
exercises, including tabletops and real-time
simulations.
•
Supported the operational planning and provided
critical resource for Games-time delivery in key areas
of the London 2012 C3 architecture including the
Main Operations Centre (LOCOG) and the London
Operations Centre (GLA).
•
Oversaw the project management of several
temporary London 2012 venues – including the
construction of the 15,000 seat Beach Volleyball
arena in just 36 days.
© 2013 Deloitte LLP. Private and confidential.
‘Business as Unusual’
Get ready for London 2012
Business & Public
Sector Community
Boroughs
and others
GLA City
Operations
LOCOG
‘‘Success of the Games lies in hard work, in total preparation,
and in testing everything’’ Jacques Rogge, IOC President, February 2010
© 2013 Deloitte LLP. Private and confidential.
Getting business ready for
London 2012
London 2012 security and contingency
Close
12/08/12
Open
27/07/12
Risk
Open
29/08/12
Olympic
Games
Mitigation
Risk Areas
15+ months
Close
9/09/12
Paralympic
Games
15 weeks
Pre Games
Prepare
Games Time
Operate
Post Games
Learn
Transport
Supply chain
Staff & resources
Security
Technology
Security incidents
Organised crime
Protest/demonstration
Transport disruption
Supply chain disruption
Workforce availability
Enhanced
resilience
Risk & threat intelligence
Crisis management
Flexible working
Contingency plans
Accurate intelligence picture
Proportionate contingency activation
Flexible hours, alternate site & home working
Standby incident control & crisis response team
Proven flexible
working
Better
Crisis response
© 2013 Deloitte LLP. Private and confidential.
Learn the lessons from previous Games
Businesses always underestimate the impact
• “I know from the experience of Sydney,
Beijing and Vancouver that business often
underestimate the level of impact from the
Games” David Sproul, Daily Telegraph 1 July 2011
• In Sydney:
‒
‒
‒
‒
27% took annual leave
22% worked remotely
18% travelled to/from work at different times
15% changed the number of days worked
• In London:
‒ There are 3.5 million journeys a day on the
Underground
‒ There will be 3 million additional journeys on the
busiest day
‒ TfL are asking business to reduce the normal
summer load by 30%
© 2013 Deloitte LLP. Private and confidential.
Resilience Planning for London 2012
The evolution of resilience planning.............
2011
95%
Intend to assess
impact
of Games
53%
Have yet to
start
Q1 2012
87%
Carried out readiness
assessment or in
process of doing so
90%
State they are on track
or ahead of where they
need to be
14%
Intend to review
flexible working
policies
33%
Intend to review annual
leave policies
38%
Acknowledge they are
behind
where they need to be
Q4 2012
78%
Businesses prepared
in advance
50%
Were prepared more
than 3 months in
advance of the Games
33%
Intend to review
flexible working
policies
63%
Successfully adopted
working from home
measures
43%
Intend to review annual
leave policies
40%
Staff had altered hours
or worked at home
54%
Successfully utilised
alternative business
locations
© 2013 Deloitte LLP. Private and confidential.
Businesses should seize the opportunities presented
...and prepare for the potential impacts on business operations
Maximise the potential
• Client and supplier hospitality
• Employee engagement
• Responding to changes in demand
Minimise the impact
• Impact on access to normal travel
and logistics infrastructure
• Increased diversity of customers
• Absenteeism and lower
productivity
• Platform for publicity and promotions
• Transportation challenges
• Accelerator or trial for changes to
working practices
• Restrictions on logistics and
deliveries
• Inspiration for innovation
• Security implications
• Changes in demand
• Protests and demonstrations
© 2013 Deloitte LLP. Private and confidential.
London 2012 security and contingency
Seminars
Informed
Aware
Prepared
Maximise the potential
• Series of Seminars
• Covered Threats/Risks and Impact
• Intelligence sharing
• Internal and External speakers
• Shared experience
• Accelerator or trial for changes to
working practices
• Inspiration for innovation
• Changes in demand
© 2013 Deloitte LLP. Private and confidential.
London 2012 security and contingency
Programme
Intelligence
briefings
Seminars
Risk
assessment
Detective
Mitigating
Risk assessment
Prepare countermeasures
Preventative
Exercising and
simulation
© 2013 Deloitte LLP. Private and confidential.
Overview of Games Readiness Application (GRA)
 The Games put significant pressure on the
transport network
Example: Employee impact as at
02/08/2012 0800-0830
 Businesses asked to reduce, re-time, remode or
re-route their journeys’ to work in central London
 No aggregation of Games information into a
single database, covering issues such as tube
hotspots, road closures and expected delays,
competition and non-competition venues and
event times and live sites
 Provided an overall picture of the impact of the
Games on an organization's operations enabling
‘what if’ scenario planning
Example: Employee impact as at
02/08/2012 0830-0900
 Deloitte’s Games Readiness Application is a
subscription-based hosted Application that will
enabled planners to assess planning scenarios
 It will also support employee engagement by
allowing people to see what’s on and where near
to them through Games time.
© 2013 Deloitte LLP. Private and confidential.
Games Readiness Application – How it Works
 Client provides employee and office location data;
 GRA interfaces with TFL Journey Planner to retrieve most likely route from home to
office for each employee based on agreed assumptions (eg, travel at 8am and 6pm
between home and office postcodes);
 GRA integrates employee data with newly released tube ‘hotspot’ data to show
which employees will travel through a ‘hot spot’ station and gives a recommendation
(or information) for each employee as to whether to work from home for each half
day segment during the Games;
 Geospatial visualization and MI allows the Workforce Planner to run scenarios so
that a strategy can be tailored to different employee groups (e.g., departments,
roles, locations etc).
 Tailored travel information to support decision making by the Individual Employee
is also made available via a website
© 2013 Deloitte LLP. Private and confidential.
Games Readiness Application – Individual Tool
 The tool allows the user to apply the four R's to their daily commute and any other
journeys through visual presentation of personalised data to support decision
making
Re-route
Re-mode
Re-time
Reduce
© 2013 Deloitte LLP. Private and confidential.
Security & Risk
Planning
LOCOG Security
Operational Planning
– Venue Security Overlay
– Venue Security Operations
– Torch Relay
– Search Operation
– Sponsor/VIP security
Functional Planning
– Risk Assessment & Mitigation
– Security Integration
– Private Security Engagement
– Technical Security Provision
– Contingencies
– Programme Management
Corporate Security
– Internal / Buildings / IT
– Events
– Staff Security / Travel
© 2013 Deloitte LLP. Private and confidential.
Security Governance
Home Office
• Overall responsibility
• Manages Governance
Olympic Security Directorate
• Set Programme and Strategy
• Co-ordinates implementation nationally
• Integrated force planning
• Quality Assurrance
ODA Security
• Securing construction
• Implementing Secure by Design principles
LOCOG Security
• In Venue Security
© 2013 Deloitte LLP. Private and confidential.
OSD Portfolios – 26 Projects
Protect
Personnel
Security
Accreditation
VIP
Protection
Prepare
Specialist
Response
Olympic
Resilience
Critical
Olympic
Supporting
Infrastructure
I&D
Olympic
Intelligence
Serious &
Organised
Crime
ANPR
CBRNE
Site &
Venue
Security
Covert
Volume
Crime
Transport
Security
CCTV
Border
Security
Home Office
ACPO/MPS
C2PR
Demand
and
Resource
Training
Operational
Logistics
Infrastructure
National
Coordination
Olympic
Control
Infrastructure
Airwave
DfT (TRANSEC)
UKBA
Cabinet Office (CCS)
Engage*
International
Relations
Community
Relationships
* Includes ‘Volunteers’ – now a coordinating function in Engage
Prevent
Industry
CPNI
NPIA
© 2013 Deloitte LLP. Private and confidential.
Resilience & Testing Advisory Experience – Sports Venues
The path to delivering a safe and secure event
Assessment
Risk Assessment
Identify specific threats and risks
associated with particular venues and
sporting events to enable appropriate
mitigations to be considered.
Event Security
Modelling of the security requirements
based on the threat, anticipated
spectator numbers and the environment
in which the event is happening.
Planning
Security Strategy
Development of Security Strategy from
which a Security Concept of Operations
can be developed.
Operational Requirements
Development of Operational
Requirements for:
• Search screening equipment;
• Integrated perimeter security
solutions; and
• Access control solutions.
Resilience
Completion of Business Impact Analysis
assessments to help assess single points
of failure and critical services.
Venue Design
Implementing Secure By Design
principles to the venue design process.
Property and Portfolio Analysis
Identify criticality of assets to ensure
appropriate mitigations can be adopted.
Procurement Strategy
Development of a procurement strategy
to ensure procurement delivers to the
operational requirements.
Personnel
Completion of risk assessment to identify
those groups who may pose the greatest
insider threat to the event to enable
suitable mitigations to be adopted.
Personnel
• Completion of guarding services
concept of operations; and
• Completion of checks to ensure staff
meet the minimum required standard
of background check.
Development
Testing and Exercising
Development of a security testing and
exercising programme to ensure
vulnerabilities are suitably assured prior
to operation.
Crisis Management/Incident Response
Development of venue specific crisis
management and incident management
procedures.
Command & Control
Development of Command and Control
structures and processes to enable
effective response to any incident.
Information Security
Identify critical information and offer
advice on the storage, distribution and
marking of the information.
Business Resilience
Advice on maintenance of resilient
operating structures and IT DR
processes.
© 2013 Deloitte LLP. Private and confidential.
CRAM Outcomes

Demand for a Risk Based approach

Audit trail for security decisions

Establish venue specific security needs

Prioritise security efforts

Finite resources
(Venue Attractiveness + Threat & Capability) x Vulnerability = Likelihood
Likelihood x Impact =
Risk

Forms part of Suite of Security documents

Identification of risk areas

Prioritisation of mitigation

Directs operational security planning

Escalation of unresolved issues
© 2013 Deloitte LLP. Private and confidential.
Venue Security 2 Aug
VSCC
LVC
98
VSCC
UK Map
289
8/7
VSCC
VSCC
WEM
WEA
22/7
21/7
HAM
OLV
101
596
30/7
HGP
MALL
24/7
24/7
12
GAB
213
4/7
138
VSCC
EXL
TDC
EAR
24/7
20/7
NGA
VSCC
1097
114
OLD
1/7
2403
HAD
VSCC
MIL
144
131
3/8
8
13/7 WAP OSV
RAB
409
FTM
COV
VSCC
VSCC
VSCC
222 203
ORV
444
11/7
VSCC
314
OPK
Res
382
VSCC
Total130
MS3
VSCC
SJP
1/7
VSCC
HYD
19
VSCC
VSCC
355 VSCC
11/7
HNT
755
VSCC
ETD
4034
408
13/7
17
13
1697 936
LCG
356
12/7
325
GRP
HAP
WIM
30/7
21/7
18/7
Deployable VSF
2 Aug
3 Aug*
4 Aug*
5 Aug*
Core VSF: On Task / Total
4921 / 7325
5739 / 7325
5832 / 7325
5480 / 7325
Contingency committed / total
3900 / 3900
3600 / 3600
3200 / 3200
3100 / 3100
Contingency at Notice / Total
192 / 200
300 / 300
700 / 700
700 / 700
9013 / 11425
9639 / 11225
9732 / 11225
9280 / 11125
Key:
Not Locked Down
Locked Down
Planned Mil VSF in 24 hrs
Total VSF & Contingency on task /
Total
Committed Additional Contingency
Forces
Committed MSF
BXH
25/7
Planned Additional Forces
Notes:
Core VSF – in addition is commitment of 106 OFL not part of VSF
Core VSF – has factor of resilience included which contingency does not
Contingency Forces – have deployed with additional c400 enablers not classified as tps on task
* Estimate
Games-Time C3 Architecture
Lines of Coordination
Lines of Control
LOCOG
CENTRAL GOVERNMENT
Government Coordination
Centre
IOC
MOC
IOC GCO
Olympic
Coordination
Group
Functional Area Commands
No.10
COBR
Strategy
Group
(As required)
IOC Executive
Board
Media
Information
Group
News Co-ordination
Centre
Government Services Team
Media Relations
Departments and
Agencies
COBR
Intelligence Cell
(As required)
Villages
COBR Situation Cell
Venue Teams
Department
Cells
LOCOG Head Quarters
Broadcast
Operations
Torch Relay
Command
Sponsor/Client
Services Ops
Protocol
Coordination
Centre
Sports
Command
Centre
Rate Card
Operations
Airport
Operations
Technology
Operations
Command Centre
Comm.
Centre
Ticketing
Operations
Workforce
Operations
Catering
Operations
Security
Command
Centre
LOCOG
Transport
Operations
Logistics
IOC President
IPC
IPC GCO
Precinct Teams
IPC President
TRANSPORT COMMUNITY
SAFETY AND SECURITY COMMUNITY
LONDON CITY OPERATIONS
LOC
(London Operations Centre)
NOCC
TCC
(and STTOC)
Issue Management / Decision-Making
Information Coordination
Olympic Intelligence
Centre
Intelligence Network
National Coordination
Centre for Counter
Terrorism
NCTI Network
Modal Control Rooms
Protection
Coordination Office
Local Command
Structures
GOLD, SILVER, BRONZE
SCG
(As required)
Network
Rail
Highways
Agency
Docklands Light
Railway
London
Underground
NOC
Other Agency Control Centres
London Local Authority
Liaison
Local Authority Delivery Teams
Other City Ops Liaison
Cross 2012
C3 Liaison
Other City Operations
Delivery Teams
Venue Security Force Liaison Network
CEO
NOSC
JT COMD
Director Of Games Operations
NOCC
LOCOG C3 HQ
Defence Cell
Security MOC
Manager
Main Operations
Centre
GOLD
NATIONAL/EXECUTIVE
Director Of
Security
POLICE GOLD
Defence Cell
D OLYMPICS
SJC (Forward)
82 x Functional
Area Coord
Centres
Defence Cell
EVENT CONTROL ROOM SUITE:
•SAFETY OFFICER
•BLUE LIGHTS
97% of
decision
making
JOINT
MILITARY
COMMANDERS
VSF C2
Defence Cell in VSCC
•EVENTS SERVICES MANAGER
OPERATIONS-SECURITY-EVENTS-TRANSPORT-LOGISTICS-COMMUNICATIONS-BROADCAST-BLUE LIGHTS
POLICE BRONZE
BRONZE
34 x SPORTING VENUES
VENUE GENERAL MANAGER
Venue Security
Manager
POLICE SILVER
SILVER
GAMES WIDE
GSCC Manager
Games
Security
Coord
Centre
Legacy
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