Guidance

Safer Railway Scheme

Published 22 May 2026

The Safer Railway Scheme (SRS) sets national standards for rail organisations operating on the UK rail network to improve safety, security and safeguarding across the railway network.

It provides a consistent framework for demonstrating how organisations work with partners, including the British Transport Police, to:

• prevent crime
• protect vulnerable people
• support passengers and staff

The SRS assesses how organisations manage safety, security and safeguarding across their operations. SRS accreditation shows that an organisation is committed to making the railway safer for passengers and staff and meeting recognised standards of good practice to achieve this.

The Safer Railway Scheme

The Safer Railway Scheme (SRS) is an opportunity for organisations operating on the UK rail network to demonstrate how they are working with partners to play a proactive role in:

• safeguarding vulnerable people who may be encountered on the network
• crime prevention
• implementing security and safety initiatives for staff and passengers on the rail network

Becoming an accredited organisation provides reassurance to both passengers and staff that the organisation is committed to running a railway that is:

• safer for passengers and staff
• protecting those who are most vulnerable

SRS is a national scheme which covers the rail networks which are policed by the British Transport Police (BTP).

The new SRS retains the ultimate objectives of:

• improving the railway industry’s understanding of and response to vulnerable people
• demonstrating how rail organisations work with partners to reduce crime and increase passenger and staff safety on the railway

It is based upon the core principles of:

• safeguarding is everyone’s responsibility with industry organisations having a vital role to play in protecting vulnerable children and adults
• robust management practices can improve security and safety on the railway
• well-trained and well supported staff will contribute to a safer railway

To this end, it embodies a multi-agency approach, recognising that an effective response to vulnerability can only be achieved through collaborative working between the rail industry, statutory and voluntary partners.

Safeguarding activity includes:

• identifying those who are vulnerable as soon as practicable
• assessing the level of risk and taking appropriate subsequent action
• working with partners to reduce and mitigate risks
• helping to protect and support vulnerable people
• keeping vulnerable people safe and stopping any repeat victimisation or escalation

The scheme establishes standards of good practice and will provide accreditation to organisations who work with BTP and local partners to successfully meet the criteria stipulated within the Safer Railway Scheme assessment, through bi-annual assessments of safeguarding and security activity across the organisation at the following levels:

• Strategic – the executive decision-making level capable of influencing the entire organisation through the establishment of coherent strategy and the deployment of resource to achieve desired aims and objectives

• Operational – the managerial level at which activity is planned, constructed and sustained to accomplish the strategic objectives – it provides the gearing between the strategic and tactical levels, being held to account by the former and holding the latter to account

• Tactical – the level at which staff are engaged in the day-to-day activity which is considered business as usual

At a strategic level, the SRS is based on the principle that an organisation’s effectiveness at safeguarding and crime prevention relies upon a clear strategy which encompasses:

• leadership
• clearly understood management policies
• practices and communications
• a firm emphasis on the importance of well-trained frontline staff

The creation and implementation of such strategies ultimately aims to reduce threat, risk and harm by providing staff with the requisite skills and support to identify and appropriately respond to incidents.

At operational and tactical levels, measures can include:

• working with partners to facilitate medium- and long-term solutions to reduce and mitigate risks
• enabling staff to identify those who are vulnerable or potential victims of crime as soon as practicable
• assessing the level of risk and taking appropriate subsequent action
• helping to protect and support vulnerable people
• keeping vulnerable people safe and stopping any repeat victimisation or escalation

Security and safeguarding can also be improved through physical design measures and managing the remaining risks.

Benefits of the scheme

The scheme aims to:

• make the public feel safer using the rail network for all purposes
• make rail staff feel safer at work
• make the rail network safer through the implementation of mitigation measures
• reduce risks to vulnerable people while they are on the network and at stations, reducing the potential for harm including suicide
• standardise the railway industry’s understanding and response to vulnerable people in order to provide a consistent response across the network, tailored to local circumstances where appropriate
• reduce vulnerability-related incidents which lead to disruption, thus reducing operational impact and potentially expenditure
• concentrate effort into joint working with partners focused upon implementing sustainable solutions to persistent vulnerability related issues
• improve passenger confidence to travel and generate positive publicity for the organisation and industry as a whole
• strengthen working relationships across industry and with local stakeholders
• increase crime prevention measures to reduce crime levels and lower operating expenditure
• demonstrate the good work being undertaken by operators to generate positive publicity

How the scheme works

The Safer Railway Scheme assessment form is the tool used to measure and assess the delivery of the SRS by the organisations across the railway on trains and at stations.

Rail organisations will have 12 months from the ‘start date’ to implement any activity required in order to prepare for the initial assessment. ‘Start date’ is either the date on which this guidance is implemented as an agreed form document in rail operator service agreements for operators under public ownership, or the date on which the operator voluntarily agrees to become part of and be assessed under the scheme.

One year after the ‘start dates’ BTP will complete an assessment of the organisation against the criteria in the assessment form. Where an organisation passes the assessment, BTP will make a recommendation to the Department for Transport (DfT) to accredit the organisation under the SRS. DfT will confirm and award an organisation’s successful accreditation and issue a certificate.

At the outset of the process of SRS accreditation, organisations should use the Assessment Form to conduct a self-assessment of the organisation’s performance against the stipulated criteria and thereafter engage with the appropriate BTP point of contact to prepare for the independent assessment.

The assessment criteria give more specific information on what is being measured. This will include BTP assessors speaking to staff both on trains (where they are available) and at stations (where the organisation operates stations) in a variety of roles.

A longlist of stations for potential visits will be drawn up in advance between BTP and the organisation and will take account of:

• crime to passenger footfall ratio
• whether the station is staffed or unstaffed
• whether organisations’ passenger insight surveys (and staff equivalent if available) shows any concerning trends
• surrounding geographic area crime data and national crime trends
• feedback from passenger groups
• insight from organisations’ security and safeguarding leads and the BTP Designing Out Crime Officer
• action against recommendations from previous assessments (from year 2 of the scheme onwards)

One named station will then be visited as part of the assessment by the BTP Safeguarding on Rail Manager and Designing Out Crime Manager, with further stations and trains from the long-list dip-sampled by the Designing Out Crime Officers in the lead up to the named station assessment.

Following the assessment taking place BTP will issue a report to the organisation confirming their mark and whether they have achieved the scheme pass mark. The report will include areas of best practice and recommendations for the next 12 months.

If BTP finds that the organisation does not meet the overall pass mark, they will enter into the working towards accreditation award process.

The result (pass, working towards accreditation or fail) of each audit will be published following the relevant approvals from BTP and DfT. Opportunity will be given to organisations to comment upon the results and any ongoing collaborative work around particular success stories or areas of concern.

SRS accreditation is valid for 2 years from the date of issue. The organisation will be reassessed after 2 years following the same procedure outlined above. This iterative assessment process is designed to:

• regularly test the organisation’s ongoing effectiveness
• ensure that standards are maintained
• encourage continuous improvement

Accreditation can be withdrawn at any time where there is a clear breach of standards, as identified through a BTP assessment. Organisations will not be penalised for self-reporting concerns to BTP over the course of the accreditation where they are seeking advice or support to rectify an issue in order to meet the schemes criteria.

Signage and references to the previous secure stations scheme or safeguarding on rail scheme should be removed once the organisation has moved onto the Safer Railway Scheme.

Steering group

Organisations that achieve accreditation are invited to join the steering group that will be co-chaired by the Department for Transport and the British Transport Police. The group will act as a forum to share best practice and learning across organisations on the scheme to drive standards together.

Furthermore, the group will be a collaborative space for subject matter experts to share their knowledge and experience to ensure the scheme remains up to date and relevant, proposing and agreeing changes to the scheme based on feedback.

Publicising SRS accreditation

We encourage operators to publicise their SRS accreditation both internally to their own employees and publicly to their passengers and other stakeholders. This can include public communications in the media.

DfT will issue 1 single certificate to each operator that has achieved accreditation, which can be displayed publicly as desired by the operator.

Assessment criteria: senior leadership and commitment

Principle (ref 1.1)

Senior leaders give sufficient priority to and champion safeguarding, crime prevention and security within the organisation, including overseeing the creation and implementation of a safeguarding and a security strategy.

Measures

• A named senior executive within the organisation has responsibility for safeguarding and security, ensuring that safeguarding and security is considered and discussed at senior levels and as part of day-to-day business. It is possible that 2 named senior executives have responsibility for security and for safeguarding separately, if this is the case both should be named.
• The organisation has an accessible, credible and formally agreed safeguarding strategy which governs organisation activity. This should establish the principles which underpin the organisation’s approach to safeguarding activity and delineate core objectives. It should also outline the practices and procedures required for the effective practical application of safeguarding activity at operational and tactical levels with necessary supporting policy and guidance which is accessible to all staff. The strategy must be able to respond to emerging intelligence which highlights areas of risk and vulnerability within the network.
• The organisation has an accessible, credible and formally agreed security strategy which governs organisation activity. This should establish the principles which underpin the organisation’s approach to security and crime prevention activity and set clear objectives. It should also outline the practices and procedures required for the effective practical application of activity at operational and tactical levels with necessary supporting policy and guidance which is accessible to all staff. The strategy must be able to respond to emerging intelligence which highlights areas of risk within the network.
• The organisation has a subsidiary action / implementation plan with defined deliverables and timescales which underpins the safeguarding and security strategies.
• There is clear policy and guidance on how to manage and respond to areas of concern including who to speak to, what to record and follow up actions.
• The organisation’s senior executive safeguarding lead is supported at departmental, regional and local level to manage the implementation of the safeguarding plan.
• The organisation’s senior executive security lead is supported at departmental, regional and local level to manage the implementation of the security plan.

Principle (ref 1.2)

Senior leaders demonstrate a commitment to collaborative working with BTP and other partners, ensuring the appropriate supporting processes are in place.

Measures

• A clear approach to sharing relevant information between BTP and the organisation is in place, summarised within an information sharing protocol. The protocol will set out at a high-level what data will and will not be shared with the rationale as to why. The protocol will be underpinned by the appropriate information sharing agreements.
• The organisation establishes and effectively uses processes to gather information from station management, retailers, staff, security staff and relevant local advocacy /community groups. This includes but is not limited to information relating to any areas of concern or identified patterns of behaviour (including soft intelligence) to pass this information on to BTP.
• The organisation can demonstrate that it is actively contributing to the gathering of vulnerability-related information at priority locations and contributing to local safeguarding problem solving plans where these exist.
• The organisation can demonstrate that it is actively contributing to the gathering of crime and other incident (such as anti-social behaviour) information at priority locations and contributing to local crime problem solving plans where these exist.

Principle (ref 1.3)

There are systems in place to measure the organisation’s performance in relation to safeguarding and security in order to ensure areas of the business or managers are accountable.

Measure

• key performance indicators concerning vulnerability, safeguarding-related crime and security activity and outcomes are formally adopted and embedded into the organisation’s performance framework and reported against as part of internal performance management and to DfT as appropriate

Indicators could include:

• progress made against delivering the safeguarding strategy and implementation plan
• number of staff who have received safeguarding training
• number of safeguarding champions or designated leads within the organisation
• assessment of contribution to multi-agency safeguarding response groups at key vulnerability locations
• number of recommended mitigation measures adopted at vulnerability hot spots and escalation locations
• number of vulnerability reports made by the organisation to BTP
• assessment of effectiveness of safeguarding communications strategy, including number of internal and external communication campaigns undertaken

Principle (ref 1.4)

The organisation has a statement of intent, confirming the commitment to setting, monitoring and publicising standards of personal security that individual passengers can reasonably expect and monitoring passenger satisfaction.

Measures

• the organisation has a statement accessible on their website or displayed at a station and on trains
• the organisation demonstrates what the statement means in practice for the public and their staff

Assessment criteria: reporting and communications

Principle (ref 2.1)

The organisation promotes the safety, wellbeing and welfare of vulnerable people through internal (staff) and external (customer-facing) communications campaigns relating to safeguarding and vulnerability.

Measures

• the organisation has a communications plan in place which covers internal and external safeguarding and vulnerability campaigns and this is being actively progressed
• a standard communication framework for safeguarding is used and is regularly communicated through internal communications – this ensures a consistent message is passed out to all staff across the network.

The the framework should be based around the following core messages:

• Be aware of vulnerable people on transport
• Be concerned about people’s welfare
• Listen to what people have to say
• Reassure showing kindness and consideration
• Report any concerns to BTP

Principle (ref 2.2)

Both passengers and staff are encouraged to report all types of crime to British Transport Police (BTP).

Measures

• the organisation has a communication plan in place which covers internal and external forums to engage staff and the public and demonstrates how this has been implemented
• the organisation participates in communications campaigns planned centrally or with partners and shares learning and best practice where it has developed its own materials.
• The organisation highlights the 61016 number for use by the public and staff to report all types of crime or vulnerability
• staff are able to signpost the public to reporting methods and are able to provide initial support and reassurance to them, where safe to do so, if they have been a victim of crime
• the organisation can demonstrate what actions it takes based on reported incidents to implement change over time

Principle (ref 2.3)

The operator demonstrates consistent messaging on crime prevention throughout its network (including on board trains) and on its public facing websites.

Measures

• the organisation communicates its use of CCTV clearly
• the organisation participates in national or regional campaigns to raise awareness of crime types – this might come from Home Office, British Transport Police or other government departments or territorial police forces
• the organisation highlights crime prevention and personal safety advice to the public either via their website or on stations and trains – this could include things like station staff advice, posters, leaflets, announcements

Principle (ref 2.4)

The operator demonstrates how it supports and communicates effectively with passengers and staff at stations and on trains during routine operation and at times that might cause additional stress.

Measures

• there are appropriate navigation and wayfinding signage to station facilities (including but not limited to platforms, ticket offices, toilets), as well as local transport information
• there is a current map of the station in relation to the surrounding locality, located in an appropriate position at or near the exit(s)
• the operator has made provision for providing information and assistance for those with additional permanent or temporary needs in respect of physical, mental, sensory and/or cognitive impairments
• the real-time information system and public address systems are in working order and communicating relevant and accurate information
• information available for passenger relating to service disruption and engineering works
• during all operational hours that trains are serving a station, is help readily available in an emergency? (This may be a present member of staff, appropriately-answered help point, public telephone)

Assessment criteria: responding to vulnerability and victims of crime

Principle (ref 3.1)

Staff demonstrate an understanding of different forms of vulnerability and know when and where to seek advice and report safeguarding concerns to BTP who will respond appropriately.

Measures

• The organisation can demonstrate that their staff regularly report vulnerability and safeguarding concerns to BTP. There are posters displayed in prominent areas where staff congregate (staff rooms, canteens, booking offices, etc.) highlighting the importance and requirement to report any safeguarding concerns to BTP.
• Other promotional material should be made available to staff that highlights any relevant support that may be available for vulnerable people from other organisations.
• Through attending safeguarding training staff will be able to identify, respond and report safeguarding incidents.
• Safeguarding champions / lead staff / SPOCs are in place who have received additional training in responding to vulnerable people and can act as the conduit for promoting safeguarding indicatives locally. This would be particularly pertinent for staff in top vulnerability locations / hot spots.
• Reality testing takes place at various locations and across different levels of the organisation to test staff’s understanding of different forms of vulnerability, how to respond and how to report.

Principle (ref 3.2)

Safeguarding and vulnerability priority/at risk locations are effectively managed and mitigation measures put in place.

Measures

• The organisation has, in a timely manner, sought and adopted safeguarding priority locations which are recommended by BTP and are responding to any specific mitigation recommendations made. ( Organisations will be provided with their priority/at risk locations during the initial SRS discussions with BTP upon the instigation or voluntary adoption of the SRS. These locations will be refreshed at 12-monthly intervals to reflect the annual cycle of inspections and to provide a means of measuring progress.)
• The organisation can clearly demonstrate that it pro-actively contributes to the development of and actively participates in, multi-agency response groups at locations where there are high levels of vulnerability are present.
• In order to support multi-agency response groups, appropriate tactical and operational leads are appointed to take part in the development of a safeguarding plan and to implement initiatives to address the issues identified at priority locations.

Principle (ref 3.3)

Staff demonstrate an understanding of supporting a victim of crime; staff know to take immediate action to contact BTP to report an ongoing incident or support a victim to report a crime when they are made aware.

Measures

• staff feel confident to intervene where safe to do so in low level instances of crime or approach a victim after an incident to support them in reporting it
• the organisation demonstrates how they are equipping their staff to support victims of crime until the police arrive – this could be via designated staff contacts/champions who share best practice with colleagues or regular updates from central teams cascaded to all staff

Principle (ref 3.4)

Stations, lines, individual train services that experience high levels of crime are identified and mitigation measures are put in place.

Measures

• the organisation records data on incidents to a sufficient standard that BTP are able to use it to build their intelligence picture
• the organisation can demonstrate what mitigation measures it is putting in place in response to locations that experience high levels of crime
• the organisation can show what action it has taken in response to visits by BTP’s Designing Out Crime Unit since the last assessment

Assessment criteria: staffing – recruitment, roles and responsibility, deployment and personal security

Principle (ref 4.1)

The organisation has appropriate recruitment procedures in place for all personnel to prevent unsuitable individuals coming into contact with vulnerable persons.

Measures

• All potential staff are required to provide references as part of the recruitment process.
• All reasonable steps are taken prior to employment or the undertaking of voluntary work within the organisation to identify whether a candidate presents any potential safeguarding risks.
• The organisation should implement appropriate processes to establish whether a potential employee poses any crime risk to the organisation or the passengers it serves. this could include but is not limited to a basic Disclosure and Barring Service (DBS) check for new entrants. Any past criminality revealed through a formal check should be assessed by the organisation on a case-by-case basis to establish if the risk should be tolerated in the role the individual will be undertaking.

Principle (ref 4.2)

The organisation has in place and follows an appropriate whistleblowing policy and associated management procedures.

Measures

• there is a clear and well-understood system in place to allow for anonymous reporting of unacceptable behaviour by staff
• there is a designated person to receive any complaints/concerns relating to inappropriate behaviour or dealings with or towards a child or vulnerable adult

Principle (ref 4.3)

The operator demonstrates clear strategic oversight and resource allocation of staff to manage issues and incidents during football matchdays and other major events.

Measures

• the organisation demonstrates how it works internally to ensure staff understand their roles and responsibility on the day of matchdays or major events and what to do in the event of an emergency
• the organisation works with partner agencies to deliver safe travel for the public and staff during major events, this should include the British Transport Police and the territorial police force for their area
• the organisation tracks and implements lessons learned from previous events and staff are encouraged to engage in that process by reporting or suggesting improvements for future

Principle (ref 4.4)

The organisation has in place a clear policy on workplace violence and reporting processes to the BTP and supporting staff through to prosecution of offenders.

Measures

• the organisation has a workplace violence reduction strategy or equivalent in place and staff understand it –an indicator could be following the RSSB/RDG good practice guidance to inform the organisation’s approach
• staff understand the routes they can report incidents of workplace violence to their organisation
• managers understand their role and responsibilities to support their staff if they have been victims of workplace violence – this includes encouraging reporting to the police and encouraging their support for any criminal justice process
• the organisation have a leave policy for staff who need time off to attend for police statements or court dates

Principle (ref 4.5)

The organisation has in place staff welfare processes to ensure any member of rail staff subject to any violence during the course of their work are supported in their recovery.

Measure

• the organisation demonstrates the action they are taking to support their staff, this might be via wellbeing/counselling provision, or support provided by external organisations and staff are aware of how to access it

Principle (ref 4.6)

Public facing staff are provided with access to body worn video (BWV), there are clear policies in place to manage its use within the organisation and its use is actively encouraged.

Measure

• body worn video is available for staff who wish to use it
• the operator actively encourages the wearing of BWV across the organisation and to those most at risk of violence
• the organisation demonstrates learning and sharing of best practice for BWV across the railway, via groups such as the Rail Delivery Group

Assessment criteria: training

Principle (ref 5.1)

The organisation provides specific, credible and relevant safeguarding training for its frontline staff (broadly categorised as those who, during the course of their day-to-day duties, are likely to come into contact with members of the public) to enable them to develop the necessary skills and knowledge to identify and respond to vulnerable persons. Subsequent processes and practices are clear to all.

Measures

• the organisation has invested in or developed a training programme specifically focussed upon safeguarding issues
• a training plan for the rollout of safeguarding training is in place for all frontline staff and is being actively progressed
• the number of frontline staff who have received safeguarding and vulnerability training is accurately recorded and monitored to ensure progress towards delivery of the plan
• if the training product is developed ‘in house’ by the organisation then there will be a need to demonstrate that it has been developed with expert input and quality assured by appropriate SMEs through consultation with voluntary / third sector partners, statutory partners or accredited private providers

Principle (ref 5.2)

New staff receive training in safeguarding when they join the organisation.

Measure

• safeguarding information and training is included as a part of the induction package provided to new staff

Principle (ref 5.3)

Staff maintain an up-to-date knowledge and understanding of safeguarding and vulnerability.

Measure

• the organisations training plan includes the requirement for frontline staff to undertake regular refreshers of the selected safeguarding training package
• the organisation is able to evidence that it provides additional training / volunteering opportunities beyond the standard safeguarding and vulnerability training which they provide to their staff

Principle (ref 5.4)

Staff are well equipped to deal effectively with conflict to defuse escalating situations and are offered conflict resolution training.

Measures

• the organisation has a plan in place for communicating with staff at increased risk of experiencing conflict at work and the steps they can take in those situations
• the organisation provides conflict resolution training for frontline staff and has an effective programme to monitor its uptake
• the organisation delivers continuous improvement activity to enhance its conflict resolution training and respond to any emerging risks or best practice

Principle (ref 5.5)

Staff are offered a range of training courses to enable them to communicate effectively with all members of public who may be encountered on the network, this could include customer service training and suicide prevention training.

Measure

• the organisation can show a comprehensive range of training courses that are available on a mandatory or non-mandatory basis with a clear rationale for why it has been procured or produced
• the organisation demonstrates examples of where the training has made a difference for its staff and shares best practice
• staff know how they can access the training they need for their role and are they able to speak to how it has helped them in their role

Assessment criteria: violence against women and girls (VAWG)

Principle (ref 6.1)

Communication campaign across the network both in stations and on train making it clear what behaviour is unacceptable and encouraging reporting and bystander intervention.

Measure

• the organisation has a communication plan in place for internal and external messaging to the public and staff
• can the organisation demonstrate how it engages with other organisations to amplify or share messaging on VAWG
• the organisation shows how it works with the BTP to identify hotspot locations, times, services to target messaging in those areas
• the organisation learns from and share best practice with others via groups such as the Rail Delivery Group

Principle (ref 6.2)

The organisation delivers specific VAWG training for its staff.

Measure

• the organisation provides recognised external training packages to staff, or where it produces its own can demonstrate engagement with a subject matter expert and engagement with a policing organisation in the development of the content
• the organisation monitors the update of the training and sets itself challenging targets to reach as many of its staff as possible

Principle (ref 6.3)

The organisation can demonstrate active engagement with the BTP violence and intimidation against women and girls (VIAWG) group.

Measure

• the organisation attends and takes action based upon the meeting of the BTP VIAWG group and shares results and best practice back to the group

Principle (ref 6.4)

The organisation can demonstrate accreditation or engagement to a sufficient level with a recognised national organisation that’s primary aim is to tackle gender-based violence.

Measure

• the organisation holds an accreditation from a recognised national organisation, this can include but is not limited to White Ribbon accreditation
• where a formal accreditation is not held, the organisation demonstrates the work it is undertaking to meet the requirements from an organisation or provides a reasonable rationale as to why it is not appropriate for it to do so

Assessment criteria: security and crime prevention

Principle (ref 7.1)

Staff understand their role in relation to security and crime prevention and are supported by the organisation to do so.

Measures

• staff speak confidently about what their role entails regarding security and crime prevention and that matches with the organisation’s expectations
• staff are visible at manned stations and engaging with the public effectively – staff are deployed appropriately in line with insights gathered from customer engagement and staff reporting metrics

Principle (ref 7.2)

When CCTV works are taking place, the operator has a process to engage with British Transport Police (BTP) to ensure adequate coverage and compliance against the BTP CCTV output requirements document and a memorandum of understanding (MOU) is in place.

Measures

• the organisation engages with the BTP at the appropriate time in the process and can show where this has taken place
• BTP and the organisations knowledge of CCTV work align the BTP DOCO

Principle (ref 7.3)

Processes to share CCTV with Police should be clearly defined and detail where connectivity to BTP systems exists to ensure efficient gathering of evidence and intelligence when required.

Measure

• the organisation demonstrates how it engages with BTP to share CCTV in a timely manner in response to an incident
• staff understand the organisations process for sharing CCTV with the police and escalation routes if they require guidance or support from a supervisor/manager if they are unsure
• the organisation’s CCTV is connected to BTP and if not is there a rationale for why not

Principle (ref 7.4)

Does the operator have CCTV installed and have in place a clear management process for its use, with trained staff available in relevant roles.

Measure

• stations have CCTV systems in operation and cameras cover the most vulnerable locations
• staff (on-site or remotely) can view live CCTV images of station cameras in a secure environment and can evidence that they regularly do so
• any staff who monitor CCTV are trained to identify people who may be vulnerable or in crisis

Principle (ref 7.5)

Active participation with passenger groups and local organisations to achieve greater safety across the customer journey (for example, local schools, local authorities, bus operators, etc).

Measure

• the organisation demonstrates what actions it has taken in response to feedback from passengers received via its passenger survey (or equivalent survey) on their feeling of safety on the train or at a station
• the organisation has a process for sharing passenger insights with BTP to build an effective intelligence picture
• the organisation has passenger forums either collectively or for specific demographic groups such as women or disabled passengers and shares insight and actions it has taken with partner organisations
• the organisation demonstrates which local groups it has engaged with to tackle persistent issues at identified locations to solve problems collaboratively
• the organisation demonstrates actions it is taking to reduce anti-social behaviour at stations and on trains in partnership with BTP and other organisations where appropriate – an indicator could be the organisation showing how it is following the BTP/RDG good practice guidance

Principle (ref 7.6)

Cycling and car park security is well understood and the operator clearly defines the approach to securing cycles and vehicles at stations.

Measure

• this could include but is not limited to police crime prevention initiatives (PCPI) safer parking awards for individual car parks

• the operator has a cycling and car park strategy or are they able to show where this element has been thought of in an overarching security strategy – there is evidence that individual locations are compliant with any relevant cycling or car parking strategies

Principle (ref 7.7)

The organisation has undertaken Designing out Crime measures to increase crime prevention at stations and on trains and regularly seeks feedback from the BTP on actions it is taking.

Measure

• The stations or trains are clean, well-maintained and in good decorative order at the time of the assessment. Does the organisation demonstrate how it maintains station and train environments through regular cleaning and maintenance? (including landscaping/vegetation).
• The built environment at stations (including but not limited to doors and windows, walls, fencing and stairways) allows appropriate visibility and sight lines in all areas of the station (whether natural or extended and including suitable use of glazing over opaque materials).
• Stations have a defined perimeter established through the use of walls, fencing, hedging and/or other appropriate means.
• Lighting/Illumination across the network is uniform and of an appropriate brightness and is supported by an appropriate maintenance regime.
• Where an organisation is responsible for procuring rolling stock can it evidence the involvement of the BTP Designing Out Crime Team at the appropriate stage of the process to inform interior design.

Suicide prevention

Principle (ref 8.1)

The organisation has a Suicide Prevention Plan in place, which includes how the operator will address all 9 points from the RISSG’s ‘Guidance for creating a suicide prevention plan’.

Measures

• The organisation has a comprehensive Suicide Prevention Plan, which includes the 9 types of activity required by the guidance:
  • leadership and resources
  • identifying ‘priority/at risk locations’
  • mitigation measures
  • promoting lifesaving interventions
  • training staff to intervene in suicide events
  • promoting help seeking behaviour through campaign material – ‘Samaritans posters’
  • trauma management support and resilience training
  • trauma support training
  • emotional support
• The organisation can show how it engaged with Network Rail, the British Transport Police and other partners such as The Samaritans or other third sector organisations in the development of its Suicide Prevention Strategy.

Principle (ref 8.2)

There are systems in place to measure the organisation’s performance in relation to suicide prevention to ensure areas of the business or managers are accountable.

Measures

• The organisation has in place metrics to monitor delivery of the activity it sets out in its suicide prevention plan. For example, the organisation is clear on its suicide hotspot locations and can evidence deploying tailored mitigation measures in these locations.
• Individuals from all levels of the organisation understand their role in preventing suicide on the network and are clear on what success looks like for their role.
• Delivery against the suicide prevention plan is reported to and engaged with by senior leaders.

Principle (ref 8.3)

The organisation actively partakes in the Post Incident Site Visit (PISV) process and can evidence giving due consideration to the mitigation measures suggested in reports.

Measures

• the organisation attends PISV visits alongside the British Transport Police (BTP) Designing Out Crime Officer (DOCO) and actively participates in discussions on measures required to prevent future deaths or incidents at that location
• the organisation can demonstrate it has delivered mitigation measures recommended by the BTP DOCO
• the organisation demonstrates a process for determining which mitigation measures it will implement – the outcome of this process is communicated to BTP for each measure recommended

Working towards accreditation and losing accreditation

Working towards accreditation

Where BTP conduct an assessment in line with the SRS, they have the option to award ‘working towards accreditation’, with the aim of:

• providing organisations with guidance and support towards attaining full accreditation
• recognising the efforts of organisations that are working to get to an acceptable standard in safeguarding and security
• taking account of major organisational changes (such as senior management changes, ongoing physical rebuild at a large station, industrial action etc.) which may make full accreditation inappropriate at that time
• taking account of where an operator has lost accreditation due to a breach of the incident threshold

If an organisation does not achieve a pass mark following the SRS, the organisation’s safeguarding and security lead(s) and BTP should meet with a view to developing an action plan. This action plan will form the basis for the ‘working towards accreditation’ award.

The action plan should be based on areas for improvement identified by the SRS. It will be tailored and proportionate, providing sufficient challenge to ensure if the organisation follows it, they can be confident of full accreditation, but not so demanding that it is not achievable.

The action plan should be: specific, measurable, achievable, realistic and time-limited (SMART).

The timescale for moving from ‘working towards accreditation’ to accreditation status will depend on the nature of the improvements required but will be realistic. The timescale will be determined by BTP in consultation with the organisation; however, the final decision as to the time permitted will rest with BTP.

Once an action plan is agreed by the organisation and BTP, a copy should be sent to the Department for Transport. A recognition of ‘working towards accreditation’ status will be sent to the organisation by the department.

Progress towards achieving full accreditation will be monitored by BTP as set out in the action plan. The Detective Superintendent reserves the right to request that DfT withdraw the ‘working towards accreditation’ award should progress be unsatisfactory. Unless there are exceptional extenuating circumstances, an organisation that fails to deliver the action plan within the specified time period will have the award withdrawn.

Loss of accreditation

If an organisation does not secure accreditation following its assessment and after the agreed ‘working towards accreditation’ period, this will be reported by BTP to the DfT for their consideration.

Appeal process

An organisation may disagree with BTP as to why they have failed to achieve accreditation. In those circumstances the organisation has the right to appeal against the decision.

The organisation should address their appeal to the BTP Detective Superintendent for public protection and vulnerability with responsibility for the scheme. The Detective Superintendent will ask the BTP Assessor concerned the grounds for the organisation failing the accreditation.

Should it be deemed necessary, a second assessment may be undertaken by a separate BTP Assessor at a supervisory level.

The person(s) making this second inspection should then report back to the Detective Superintendent with their recommendation as to whether the organisation should be accredited or not and the reasons for that decision. This decision will be passed to the organisation and the Department for Transport.

There are no other or further grounds of appeal following this process.