Civil Nuclear Constabulary Annual Policing Plan 2021/22 CNC protected sites in the UK
Dounreay 1 (Police Scotland - Highlands and Islands Division)
N Division Torness (Police Scotland - Lothian and Scottish Contents Borders Division)
1. Map of CNC sites Hunterston Hartlepool 2. Chief Constable’s foreword (Police Scotland - (Cleveland Police) Ayshire Division) 3. Our Mission, Ambition and Values Sellafield and 4. CNC Specialisms Griffin Park Tactical 5. CNC Operations Division Training Centre (Cumbria Constabulary) 6. CNC Capability Division 7. CNC Business Functions Heysham (Lancashire Police) Sizewell 8. CNC Connected (Suffolk Police) 9. CNC Diversity, Inclusivity and Wellbeing S 10. Our Strategic Goals Division 11. Annual Policing Plan Priorities 2021/22 12. CNC Plan on a Page Culham 13. CNC Performance and Governance
14. #ProudtoProtect Hinkley Point (Avon and Somerset Police) Dungeness (Kent Police) Bisley Harwell (Thames Valley Police)
Civil Nuclear Police Authority, Constabulary Headquarters and Centre for Learning & Development
Operational Policing Units Firearms Training Units 2 Chief Constable’s foreword
The CNC is a unique armed This plan focuses on our operational police force, trained to College priorities for the year 2021/22; how of Policing standards. Our we plan to achieve them and how the Constabulary will be held to account. Simon Chesterman QPM core role is the security of the This year will again see the CNC nation’s civil nuclear material delivering its Mission and priorities [email protected] and failure to deliver this is not against the backdrop of a global Twitter: @ChestermanSimon an option. pandemic, which has changed the way our support services function and has As sworn police officers, we are proud meant our frontline has had to adapt to to be part of the wider policing family working with increased risk and virus- and we have a duty to protect the safety measures. Despite the many public, whether this is whilst performing challenges posed by Covid-19, I am our core role; patrolling the communities proud of the way we have retained our in proximity to our sites; or as part of resilience and supported our officers the national armed surge capability. As sworn police officers and staff as an organisation over the last We are accountable to the Civil Nuclear 12 months. I remain confident that the Police Authority and we are bound by we are proud to be part of ongoing health crisis will not impede our the regulatory requirements placed on ability to fulfil our critically vital national the wider policing family the civil nuclear industry by the Office of role in 2021/22. Nuclear Regulation. In order to deliver on the priorities and we have a duty to Our annual policing plan aligns with the set out in this plan, every member CNPA three-year Strategic Plan 2021/24 protect the public, whether of the Constabulary must recognise and the CNC three-year Delivery the significance of the individual Plan and was authored and agreed in this is while performing contribution they make towards us consultation with our stakeholders to set achieving our Mission to safeguard the operational direction of the CNC for our core role, patrolling nuclear material and the public from the upcoming year. acts of terrorism that threaten our way the communities around The plan reflects our ambition to be of life. recognised nationally and internationally It is only through the hard work and our sites, or as part of as the United Kingdom’s leading dedication of our police officers and organisation for the provision of police staff that enables us as a collective the national armed surge protective policing for the civil nuclear to fulfil this challenging role. industry and other critical national capability. infrastructure, and is underpinned by the Simon Chesterman QPM four Strategic Goals set out in our three- year Strategic Plan. 3
Our Mission, Key Mission components: • Maintain 24/7 armed response at civil nuclear sites Ambition • Enhance and sustain AFO deployment • Provide armed escorts for movements of nuclear material and Values • Support the Strategic Armed Policing Reserve and spontaneous surge requirements
Our Mission; In partnership with the civil nuclear industry, national security agencies and regulatory bodies, the CNC will deter any attacker whose intent is the theft or sabotage of nuclear material, whether static or in transit, or the sabotage of high consequence facilities. If an attack occurs, CNC will defend that material and those facilities and deny access to them. If To be recognised nationally and material is seized or internationally as the United Kingdom’s leading organisation for the provision of high consequence protective policing for the civil nuclear industry and other critical national facilities are infrastructure compromised, the CNC will recover control of those facilities and regain custody of the material. 4
General Purpose (GP) and Explosive Firearms Commanders Detection Dogs (EDD) at our Category 1 The CNC maintains a cadre of strategic, units – Sellafield and Dounreay Operational tactical and operational firearms CNC Policing Units (OPU). The ODU supports commanders, all trained to national College the patrols strategies at both OPUs with of Policing standards. The CNC has also highly visible deter and detect capability developed a CNC incident command which allows our handlers to track, chase capability for all senior officers who are not Specialisms and detain suspected offenders as well as accredited firearms commanders. detecting explosive threats to the site. Interdiction Team Our ODU can currently deploy 13 dog Our Interdiction Team (IT) provides us handlers and 21 police dogs. The ODU with the capability to generate a mobile also has five National Dog Instructors who assault, supported by the use of ballistically deliver all dog training packages in line protected vehicles. The CNC Interdiction with approved national standards. Our team is trained to carry out increased instructors may also be licensed police dynamic movement in order to interdict dog handlers and therefore may also and mitigate any threat. keep operational police dogs, reinforcing operational resilience. National Firearms Instructors CNC National Firearms Instructors (NFIs) Dynamic Search Team have all successfully completed the National The Dynamic Search (DS) team focusses Firearms Instructors Course (NFIC) in on the national dynamic search tactic line with the national firearms curriculum, in the National Police Firearms Training which ensures that all of our NFIs meet the Curriculum. Dynamic search is the national standards. We currently have over Authorised Firearms Officers (CT) by the Force Incident Manager (FIM). overarching tactic which incorporates 160 NFIs delivering training across three We currently have over 1,100 Authorised Each operational policing unit (OPU) has dynamic entry and dynamic intervention firearms training units based at Dounreay, Firearms Officers (AFOs) who are trained a dedicated Police Control Room (PCR) or elements and equips these officers with an Griffin Park (Sellafield), and Bisley as well to the National AFO CT standard in Site Security Control Room (SSCR) with enhanced skillset. Our DS team is nationally our local/operational training teams. Our line with the National Police Firearms dedicated control room operators who interoperable and can operate with other NFIs provide tactical training, conduct Training Curriculum. CNC AFOs provide work alongside the Civilian Guard Force in regional teams where necessary. qualification shoots and classroom-based 24/7 protection to licenced nuclear delivering site control room capability. lessons for all of our AFOs. sites, employing a robust range of counter terrorism measures. We conduct Counter Drone Capability Police medics unpredictable high visibility armed patrols The CNC operates a counter drone While all of our AFOs complete general to deter and/or disrupt the activity of those capability and attend all national industry first aid training, our police medics provide with malicious intent. and policing counter drone meetings to an enhanced ability to treat victims within share and receive best practice to further a firearms situation. They receive further Command and Control Centre develop our counter drone capability as training in areas such as enhanced casualty The CNC have a well-established Command technology advances. The CNC is part of and scene management skills, enhanced and Control Centre (CCC) which delivers a a tri-force evaluation of counter drone breathing apparatus capabilities and are range of functions. The CCC ensures that technology with the Metropolitan Police available 24/7 at all of our Operational operational incidents involving the CNC Service and Sussex Police. Policing Units and training venues. are subject to effective command and control. The CCC operates from Culham Dog Unit HQ where 24x7 Initial Tactical Firearms The CNC Operational Dog Unit (ODU) Command (ITFC) capability is provided currently utilises dual handlers with both 4
Post Incident Managers learning and development to develop local Network. Our officers and staff work incidents. Our Tac-Ads align with the Our Post Incident Managers (PIMs) are all delivery plans with quality standards and with colleagues in a range of specialist national role profile and are required nationally accredited and facilitate, manage, governance in place. fields such as investigations, forensics, to maintain competence through and ensure the integrity of any post incident digital exploitation, financial inquiries, and attendance at annual command refresher procedures. The CNC maintain a 24/7 Project Servator community liaison. training and the submission of an annual availability of occupationally competent Project Servator is a policing tactic that command portfolio containing evidence of PIMs who can act in support of Home aims to disrupt a range of criminal activity, Strategic Escort Group attendance and participation as a Tac-Ad. Office/Police Scotland PIMs if required. including terrorism, whilst providing a The Strategic Escort Group (SEG) provide CNC PIMs not only cover post incident reassuring presence for the public. Our world class armed escort protection for World class training facilities - Griffin Park procedures in relation to the discharge of Project Servator deployments are highly category 1 and 2 nuclear material when it is Griffin Park Tactical Training Centre police firearms, but they are also equipped visible and unpredictable and can happen in transit nationally and internationally – by (GPTTC) is the most advanced and to deal with any cases of death or serious at any time, anywhere. They are made up of road, rail, air or sea. Our SEG officers have sophisticated firearms training facility in injury following police contact. a range of resources including armed police sailed the equivalent of seven times around Europe, including live fire capability. The officers, police dogs, vehicle checkpoints the world on escort missions and the CNC facility is designed on the principles of Professional Development Units (PDUs) and CCTV. We work closely with local is recognised internationally as the leading ‘mission rehearsal’ allowing CNC officers Professional Development Units are police, security staff, CCTV operators, local organisation in this field. Our SEG officers to train in environments that replicate locally driven teams providing additional communities, and local businesses to carry are highly trained and undergo enhanced our operational circumstances. GPTTC learning and development solutions to our deployments. fitness and training to allow them to carry houses 50m and 100m indoor ranges, a supplement and make best use of our out this challenging role. live fire tactical training area offering 360 local assets. PDUs allow us to provide Special Branch degree shooting capability, and an external additional tailored training to address Supporting the delivery of CNC protective Tactical Advisors tactical training area with site gate mock- local learning needs. Unit leads will link in policing, our Special Branch resources The CNC maintains a cadre of Tac-Ads ups, open areas, tubular transport (buses with our embedded firearms instructors, are embedded within and collaborate who provide 24/7 on call advice for and trains) as well as substantial road mentors and the corporate centre for with the Counter Terrorism Policing spontaneous and pre planned firearms network for vehicle related tactics. 5 CNC Operations Division N Divisional Commander S Divisional Commander
Ch Supt M Vance Ch Supt G Bell [email protected] [email protected] Twitter: @MichaelCmdr ACC L HARRISON
[email protected] “The protection of the public is at the “In addition to the operational units within Twitter: @ALouHarr heart of what we do. It makes me proud as S Division, we also are proud to have Divisional Commander to see my officers and taken responsibility for a number of key staff working with partners to deliver our departments that are all crucial to effective As Assistant Chief Constable (ACC) and Director of Operations, I am proud operational requirement on each of our sites delivery of the Mission. All officers and on a 24/7 basis.” police staff understand the importance of to lead alongside the professional command team in the North and South ‘what they do’, but of equal importance to Divisions, whose focus is sat squarely on our people who ensure that we N Division—Areas of Focus 2021/22 me is ‘how they do it’. achieve the CNC Mission. Our key enduring requirement is to maintain a 24/7-armed response at civil nuclear sites through the provision of • The operational roll out of the Main Site S Division—Areas of Focus 2020/21 Authorised Firearms Officers (AFOs) with appropriate training, skills and Command Facility in conjunction with • Maintain and conduct regular reviews on capabilities to meet the regulatory requirements set by the Office for Sellafield Ltd plans for unit cessation, ensuring at all Nuclear Regulation. This is achieved through the development of nuclear site • Enhanced tactical firearms command times ‘people focus’ is the priority security plans devised by each site licensed company in accordance with arrangements at the Sellafield Operational Security Assessment Principles. In partnership with key stakeholders, we will Policing Unit (OPU) • Continue to engage collaboratively with continuously improve how we deter and respond to threats facing the sites stakeholders with regard to the Hinkley to which we are deployed by maintaining our effectiveness through joint • Delivery of the revised Operating Capability Point C policing model training, response model testing, and counter terrorist exercises. at Dounreay OPU in support of Dounreay Site Restoration Ltd • Full integration of key police staff functions In 2021/22 we will consolidate existing collaborative working arrangements into the Division, ensuring the operational and seek to maximise the potential of our staff and our capability sustaining • Planning for and delivery of escort operations requirements of the Constabulary are met our preparedness to respond. We will continue to seek to upskill our staff in support of Nuclear Transport Solutions to enable us to play our role in supporting our wider policing family and providing a critical national armed surge capability. Shared goals
• Maximise officer • Minimise officer attrition • Continuing to roll out CNC deployability levels through maintaining Project Servator in support • Minimise regulatory non- a proud and engaged of the national Project compliance workforce Servator team • Maximise officer availability • Ensure preparedness for • Continuing to develop through effective deployment as the Strategic collaborative and role management of officer Armed Policing Reserve is enrichment opportunities with absences maintained and effectively host force colleagues and delivered if required government departments 6
CNC Capability Capability Division Commander CNC Firearms Training Unit The CNC Firearms Division Training Unit (FTU) delivers world class firearms training across an array of specialisms in its three training delivery Supt A Cole centres based at Force Firearms Officer Bisley, Dounreay and in Griffin Park, Ch Supt D Worsell Sellafield. We will continue to grow [email protected] into the flagship Twitter: @duncanworsell facility at Griffin Park which is attracting DCC C ARMITT “I want us to continue to offer our frontline interest from top teams the training and other solutions they capability teams in UK [email protected] need to overcome the diverse and dynamic Ch Insp T Ferris armed policing and challenges that our complex operating Chief Firearms Instructor the MOD; opening environment offers.” exciting collaborative As the Deputy Chief Constable (DCC), my role is to have strategic oversight opportunities for and responsibility for the Capability and Change Directorate and the CNC Capability Division Focus Areas 2021/22 the future. There is three-year Delivery Plan. I also deputise for the Chief Constable and may • Delivery of high quality training to Authorised a renewed focus on discharge the same powers and duties in their absence. Firearms Officers (AFOs), Specialist AFOs securing future proof and Commanders in our world class Griffin training estate for FTU The Capability and Change Directorate ensures that operational officers Park Tactical Training Centre and staff are properly trained, equipped and supported to deliver our South in the coming • Development of the wider training estate year. In 2021/22 our mission and protect the public. This is achieved by utilising the talents of A/Ch Insp J Peake subject matter experts in firearms training delivery, project management, • A new weapon engagement simulation AFOs will undertake system to improve the quality and efficiency operational support, health and safety and capability integration, alongside Firearms Operations, 102 hours of training of training and assurance exercises established links into national armed policing, intelligence agencies and Policy and Integration - 89 hours contact • Working with other national agencies to internal organisational support functions. time plus 12 hours of develop a suite of tactical options to counter personal safety training and an hour of fitness Every initiative that is developed within the CNC enables us to be forward the threat posed by drones testing. AFOs at non-Category 1 OPUs will thinking and build and develop operational capability, deliver value for • The deployment of body-worn video to give receive 16 hours of tactical training at their money and ensure that as a force we are positioned and prepared to greater accountability and officer protection units and all AFOs will receive six hours of mitigate emerging threat and risk with new technology and tactics – and • Increased police driver training availability Response Model Training which will allow them always with the safety of the public and our people as our raison d’etre. at all operational locations to improve the to conduct tactics within their area of policing Additionally, the Capability Directorate will oversee and support the delivery effectiveness of our response operations so they can mission rehearse of the CNC three-year Delivery Plan that mobilises the CNPA Strategy and • Continued development of specialist team tactics in their area of responsibility. The drives activity across key programmes and projects. capabilities Chief Inspector - Firearms Operations, Policy • Fully engaged end-user involvement in the and Integration is the designated manager testing and selection of vehicles and equipment of the CNC Armed Policing Strategic risk • Further development of our management assessment (APSTRA) and is responsible for processes that support capability development, the management, review and publication of all thereby improving the operational focus firearms procedures, compliance and policies. 7 CNC Business Functions
CNC frontline operations are supported by a wide-reaching network of The 2021/22 year will see these departments support the delivery of support functions, departments and specialisms which are spread across frontline operations, alongside the development of new capability and linked into the entire Constabulary. The Constabulary Headquarters can which will further enhance our delivery and allow the CNC to fulfil our be found at Culham Science Centre in Abingdon, Oxfordshire and acts as a ambition to be the leading organisation for armed protective security central hub from which our support network is organised and managed. within the critical national infrastructure of the UK.
Human Resources Corporate Communications Corporate Learning & Development Governance and Assurance Occupational Health & Wellbeing Information Governance People Change Inspections, Assurance and Operational Learning Diversity & Inclusion Legal
People & Governance, Organisational Compliance Development and Legal
Corporate Portfolio and Services Programme Delivery function
Commercial and procurement Estate management IT Services Firearms Training Unit Risk management Operational Support & Development Finance, business efficiency and continuous improvement Capability Improvement Programme 8 CNC connected
Over Our tweets make around 43,600 Our Facebook Our Facebook 207,900 page has page is liked by followers on impressions a 6,000 5,580 social media month followers people Our audience spent 77,700 minutes viewing our Facebook videos over the last year
Our content reached Twitter 632,880 accounts people over the last year 18 (a 97.6% increase on the previous year)
Our photos were Our posts received Each post reaches on viewed average 1,203 people, with 383,514 57,509 engagements over the highest reach being 89,156 times over the the last year last year
Our YouTube videos were viewed 44,269 times last year
850 subscribe to our Our Twitter YouTube channel accounts have We have
Our LinkedIn Our Linkedin 1,312 account has audience are 33,000+ followers on engaged in what we have to say, with an followers Instagram 2,529 engagement rate followers of 8.92% 9 CNC Diversity, Inclusivity and Wellbeing
CNC People 24/7 365 Employee Assistance Strategy Award-winning Occupational Programme with Health Assured. A Healthy, fit, and safe plan launched to confidential and independent programme 2020/23 Health Department employing support a wellbeing culture and embrace to help officers and staff with personal experienced doctors, nurses the physical and mental health, safety, and professional problems in home life or and technicians wellbeing and fitness of all employees work life, health and general wellbeing.
Fast track physiotherapy service 2 for all officers and staff Health and Wellbeing 49 Our own dedicated Clinical Psychologist Fitness Managers fitness instructors and 101 trained mental health first aiders
21 TRiM practitioners Inclusion and Belonging TRiM is the CNCs chosen method Access to 2 Police Treatment Strategy 2023, setting out Workplace Adjustment of minimising that risk through instigation of a proactive, post Centres, providing police our long-term goal to achieve passports available for traumatic peer group delivered specific treatment for any on the status of an Inclusive all employees in line with management strategy which aims or off duty injury Employer for the public and Equality Act 2010 to keep CNC employees functioning our employees after traumatic events
Higher than national Disability Equality Programme 7 average of female police to enhance and improve Corporate Equality AFOs – 11% compared to disability access to buildings 6.8% nationally and services for all 12 Equality Support Groups (ESGs) Standards (CES) provide active employee support 10 Our Strategic Goals
GOAL In partnership, continuously improve how GOAL we deter, and respond to threats facing Build resilience and flexibility to navigate the civil nuclear sector, by maintaining the changing face of civil nuclear energy 1 and strengthening mission effectiveness 2 We will improve our effectiveness to deliver our mission by providing We will develop and maintain our capability by appropriately training a 24/7 armed response at civil nuclear sites, provide armed escort to and equipping the workforce to deliver the mission, enhancing our nuclear material and support the strategic armed policing reserve. tactical capabilities and delivering fit for purpose command and control arrangements and building the case for an operational intelligence unit We will collaborate effectively and make best use of new for the civil nuclear sector. technologies by building upon our existing collaborations to increase policing experience around the sites we protect, and wider We will increase our integrated protection offering by developing an within policing to sharpen our policing skills, provide greater job integrated security offering for UK nuclear sites, including both armed enrichment and provide access to the latest policing capabilities to and non-armed protection to provide a superior and more efficient enhance our ability to deter attackers. protection model. We will expand our service and demand resilience by broadening our services to protection of non-nuclear energy sites, allowing us to flexibly scale fluctuation in demand for protection of the UK civil nuclear sector.
GOAL GOAL Improve effectiveness and efficiency Maintain and develop an inclusive, of our enabling services forward-thinking and engaged 3 4 workforce that is agile and dynamic We will build a target operating model for our enabling services. We commit to further job enrichment opportunities through the development of a centre of excellence for Learning & Development; CNC will develop a digital strategy to support mission effectiveness allowing our employees to fulfil their potential. and deliver efficiencies for the organisation. We will mature our current reward & recognition framework, creating a We are committed to supporting the UN Sustainable Development fit for purpose scheme, which supports the full employee life cycle. Goals and the UK carbon neutral target of 2050. We will place a dedicated focus on CNC Culture, preserving the mental We will enhance business effectiveness by delivering continuous health and wellbeing of our workforce, so our core mission can be safely improvement across business activities and services that support and effectively fulfilled. the delivery of the operation and core mission. We will improve mental health & wellbeing across business activities and services that support the delivery of the operation and core mission. 11
Annual In partnership, continuously improve how we deter, and GOAL 1 respond to threats facing the civil nuclear sector, by maintaining and strengthening mission effectiveness Policing Training and civil Work closely with our industry operators and regulating bodies to optimise training to nuclear collaboration ensure we are mission ready and protecting the interests of the UK civil nuclear sector Drone / counter-drone Improve our ability to mitigate against the threat posed by drones, to strengthen the Plan capability effectiveness of our core mission and consider how drone capability can support mission delivery Cyber resilience Through collaboration with government and industry partners, improve the cyber resilience and awareness and awareness of the CNC, to counter the evolving cyber threat Priorities Build resilience and flexibility to navigate the changing face GOAL 2 of civil nuclear energy Build upon our existing policing collaboration, to increase policing experience and sharpen 2021/22 Policing Collaboration mission-critical skills, whilst providing access to the latest policing capabilities Broaden our service offering to protection of non-nuclear energy sites, allowing us to Service expansion and flexibly scale fluctuations in demand for protection of the UK civil nuclear sector, providing demand resilience improved career stability for our workforce
GOAL 3 Improve effectiveness and efficiency of our enabling services
Deliver continuous improvement across business activities and services that support the Business effectiveness delivery of the operation and core mission
Continue to improve IT to support mission effectiveness and deliver efficiencies for the IT strategy organisation
Sustainability Supporting the UN Sustainable Development Goals, and the UK’s 2050 carbon neutral target
Maintain & develop an inclusive, forward-thinking and engaged GOAL 4 workforce that is agile & dynamic Continue to build a unified, open and inclusive culture, working together to deliver the CNC CNC culture mission, our policing responsibilities and achieve our ambition
Drive further job enrichment through broader Learning and Development opportunities and Job enrichment more flexible working patterns, giving our employees a greater say in their development pathway and helping them to fulfil their potential
Mature our current reward and recognition framework, creating a fit for purpose scheme, Reward and recognition which supports the full employee lifecycle
Place a dedicated focus on preserving the mental health and wellbeing of our workforce, Mental health and wellbeing through development of our working environment and capabilities of our managers and leaders so our core mission can be safely and effectively fulfilled 12 CNC Plan on a Page Overarching Strategic Goals—2021/24 GOAL 1 GOAL 2 GOAL 3 GOAL 4 In partnership, continuously improve Build and develop capabilities to Improve effectiveness and efficiency Maintain and develop an inclusive, how we deter, and respond to threats navigate the changing face of civil of our enabling services forward-thinking and engaged facing the civil nuclear sector nuclear energy workforce that is agile and dynamic Delivery Plan Priorities—Year 2
Training and civil Integrated Business effectiveness CNC culture nuclear collaboration protection offering anti-UAV capability Digital strategy Job enrichment Service expansion and Cyber resilience and awareness demand resilience Sustainability Reward and recognition Policing collaboration Mental health & wellbeing Portfolio Focus Areas—2021/22
The operational roll out of the Main Site Delivery of high quality training to Authorised Continue to deliver high quality enabling New working arrangements – deliver the Command Facility in conjunction with Firearms Officers (AFOs), Specialist AFOs and services working collaboratively across CNC recovery phase of our response to the Sellafield Ltd Commanders in our world class Griffin Park to drive business efficiency and continuous pandemic and integrate the new working Tactical Training Centre improvement arrangements model into organisational Enhanced tactical firearms command changes and developments arrangements at the Sellafield Operational Development of the wider training estate Through our digital strategy maximise the Policing Unit (OPU) use of our assets and technology to support Police staff pay and grading reform – A new weapon engagement simulation system business and operational effectiveness developing options for reform of the pay and Delivery of the revised Operating Capability to improve the quality and efficiency of In implementing our sustainability strategic grading structures through a business case for at Dounreay OPU in support of Dounreay Site training and assurance exercises plan, work collaboratively with stakeholders change and commencing implementation Restoration Ltd and partners to reduce carbon emissions, Working with other national agencies to Employer of Choice - Establish the CNC as an waste and use of finite resources Planning for and delivery of escort operations develop a suite of tactical options to counter Employer of Choice, continue to grow the reputation in support of Nuclear Transport Solutions the threat posed by drones of the CNC as a dynamic, professional, policing organisation that values diversity and promotes Maintain and conduct regular reviews on plans The deployment of body-worn video to give health and wellbeing. Utilise the CNC employer for unit cessation, ensuring at all times ‘people greater accountability and officer protection brand in both external and internal messaging focus’ is the priority Increased police driver training availability Inclusion and belonging – Developing and Continue to engage collaboratively with at all operational locations to improve the launching our Inclusion and Belonging stakeholders with regard to the Hinkley Point effectiveness of our response Strategy, undertaking a cultural audit to C policing model Continued development of specialist team establish our ‘as is’ position and ‘to be’ Full integration of key police staff functions capabilities requirements, and further developing our data into the Division, ensuring the operational collection and reporting frameworks requirements of the Constabulary are met Fully engaged end-user involvement in the testing and selection of vehicles and Mental health – continue to develop our equipment mental health and psychological wellbeing initiatives through the provision of extended Further development of our management services, training for managers and staff and processes that support capability development, implementation of our Mental Health and thereby improving the operational focus Psychological Wellbeing Delivery Plan 13 Police officers and staff leavers 2020/21 CNC Performance 12 10 & Governance 8 6 Percentage 4 The CNC play a vital counter terrorism role in denying unauthorised access to civil nuclear sites and material. As a national infrastructure armed police force, we work with several different 2 organisations to fulfil statutory responsibilities in protecting nuclear material and facilities. The Office for Nuclear Regulation (ONR) is responsible for regulating nuclear safety and 0 Apr ’20 May ’20 Jun ’20 Jul ’20 Aug ’20 Sep ’20 Oct ’20 Nov ’20 Dec ’20 Jan ’21 Feb ’21 Mar ’21 security across the UK. They use Security Assessment Principles (SyAPs) to guide regulatory judgements and recommendations when undertaking assessment of duty holders’ security Count submissions, such as Nuclear Site Security Plans (NSSPs). Our core role is to work closely with these organisations to provide a response that meets the requirements for Site Licence Companies (SLCs) and NSSPs to ensure the safety of nuclear Officers graduated from our Initial Foundation Courses facilities and nuclear material. We are licensed by the College of Policing to ensure we are a 35 fit for purpose, effective, armed police force. Our officers are highly trained to National Police Firearms Training Curriculum standards, regularly tested through our site exercise regime and 30 are dedicated to protecting the sites to which we are deployed, 24 hours a day, 365 days a year. 25 We are overseen by the Civil Nuclear Police Authority (CNPA), which is responsible for 20 maintaining an efficient and effective CNC, determining its policing objectives, appointing members of the Executive Team, and accounting for the CNC’s operational and managerial 15 Percentage performance. Both the CNC and the CNPA are Non-Departmental Public Bodies of the 10 Department for Business, Energy and Industrial Strategy (BEIS). To find out more about our governance, performance and budget, read our Annual Report and Accounts at www.gov.uk/cnc 5
0 AFO Deployability IFC 67 IFC 68 IFC 69 IFC 70 IFC 71 IFC 72 IFC 73 IFC 74 IFC 75 IFC 76 IFC 77 IFC 78 IFC79
99% Number Graduated 97%
95%
93% Home Office Assists (Spontaneous Events)
91% 60
89% 50 87% 40
Percentage 85%
83% 30 81% Percentage 20 79%
77% 10
75% Apr ’20 May ’20 Jun ’20 Jul ’20 Aug ’20 Sep ’20 Oct ’20 Nov ’20 Dec ’20 Jan ’21 Feb ’21 Mar ’21 0 Apr ’20 May ’20 Jun ’20 Jul ’20 Aug ’20 Sep ’20 Oct ’20 Nov ’20 Dec ’20 Jan ’21
Deployability (Performance) Target Deployability (Performance) Ops Deployment Strength vs Establishment Count 13 The CNC reports performance on delivery on a It reported that the CNC does a good job in Recommendation 3: By November 2021, the chief constable should make sure there are balance score card to our Civil Nuclear Police protecting 10 nuclear sites. That CNC is part effective arrangements for recording decision-making processes during serious and critical Authority board every quarter. of the UK’s critical national infrastructure. It incidents. was noted that the constabulary has a good This is further supported with each directorate understanding of the risks it faces and has an Owner: Ch Supt Carter having a detailed business plan and appropriate armed security strategy and performance metrics for each goal. Critical success factors Output measurement Timeline / target clear plans for responding to incidents at Confirm and communicate protocols and Establish policy for the use of IMS By November 2021 Her Majesty’s Inspectorate of Constabulary each site in collaboration with other standards for use of the Incident and Fire and Rescue Services (HMICFRS) organisations. also recently carried out an inspection of Management System (IMS) for recording Corporate communication and relevant instruction/ By November 2021 decision making training over use of IMS for recording purposes the force’s ability to deter threats to the civil The report made seven recommendations. Secure funding for and agree Body Worn Outline business case approved by 31 August 2021 By November 2021 nuclear sector and to respond swiftly and Below is the Constabulary’s plan over the Video (BWV) delivery plan effectively to a terrorist attack. next year to achieve these recommendations: Full business case approved by 31 October 2021 Milestone dates agreed with projected completion date Implement Armed Police Vehicles (APVs) All APVs live tracked by 31 October By November 2021 asset tracking for all operational units CNC HMICFRS Critical Success Factors Agreed delivery plan with timescales for tracking of all AFOs Recommendation 1: By November 2021, the chief constable should commission a peer review of the response model training including its extent and frequency, to make an objective assessment of its effectiveness and make sure it meets the CNC’s operational needs. Recommendation 4: By November 2021, the chief constable should make sure there are protocols in place to allow local police attending a serious incident to gain access to the site, Owner: Ch Supt Carter without unnecessary delays. Critical success factors Output measurement Timeline / target Owner: Ch Supt Vance Increase exercise programme, by way of scope and Revised three-year programme published with By November 2021 participants increased exercise opportunities Critical success factors Output measurement Timeline / target Increase use of Response Model Testing (RMT) by Revised three-year programme of RMTs agreed By November 2021 Review existing protocols for pre-notification of Appointed tactical lead to review existing By June 2021 way of frequency and scope and published arrival and where these protocols inadvertently arrangements and devise tactical plan – to Review of exercise functions to confirm the most Report with recommendations on structure By November 2021 cause delay maximise the use of Airwave radio to gain swift appropriate structure for the governance and and governance completed access via Site Security Control Room (SSCR) management of CNC exercising/RMTs (confirmation and authorisation process) Risks to be put on risk register and HMICFRS action tracker – including any interim fixes (risk Recommendation 2: By November 2021, the chief constable should review the training provided mitigation) on general police duties to make sure operational officers are competent and capable top Review completed and any amendments perform unarmed patrolling. captured within existing protocols
Owner: Ch Supt Bell Review existing protocols in relation to the Engagement with duty holders to outline the By July 2021 greeting/briefing/requirements of responding HMICFRS Recommendation to agree on proposed Critical success factors Output measurement Timeline / target Home Office police officers course of action Complete a review of the General Police Duties Workshops completed to capture Target date - Engagement with host forces to outline the (GPD) element of the Initial Foundation Course organisational learning from patrol activities implementation no later HMICFRS Recommendation (IFC) than IFC 86 (Dec 2021) Revise the IFC GPD curriculum accordingly Entry protocol options to be drafted, subject to Review progress of Professional Development Internal review to be conducted to capture Target date - no later individual duty holder/site requirements Units (PDUs) to provide assurance of their effectiveness of PDU delivery than November 2021 Review existing site protocols in relation to the Review completed and any amendments captured By July 2021 development and consistency in provision of searching of Home Office police (vehicles and within existing protocols learning opportunities personnel) on arrival to the site Consider structural options for the effective Options/recommendations paper to the Exec Target date - September and cost-efficient delivery of GPD training, 2021, implementation to Continued overleaf incorporating IFC and enduring officer follow development 13
Identify opportunities for removal of delay and Review completed. Agreement obtained from Recommendation 6: By April 2022, the chief constable should make sure processes are in place how access can be granted by the duty holder stakeholders to any new changes to access to promote and encourage organisational learning, to help the workforce improve. without delay Amendments tested and exercised Owner: Ch Insp Exelby Proposed swift entry protocols to be subject to By August 2021 Critical success factors Output measurement Timeline / target tabletop exercises with all relevant stakeholders All officers and staff able to access the Achieve single sign on for (at least) Insight suite December 2021 Proposed swift entry protocols to be subject to Organisational Learning (OL) system. of software, linked to Active Directory on the CNC successful live play simulation at relevant sites (to By September 2021 network.(CNC IT) Turn system ‘on’ in Insight be supported by host forces where possible) Number of learning outcomes in the Number of items in OL Library in Insight growing Reports to ACC in Agreed swift entry protocols to be in place By November 2021 system (increasing) – each report showing an increased September 2021, between the host forces and CNC number available for officers and staff to view and December 2021, Mar Agreed swift entry protocols to be routinely used search once single sign on is achieved 2022 in RMT to test the Force Incident Manager (FIM), Coverage of learning - number of learning Report showing maintenance of databases – Insight, Dec 2021, followed Operational Firearms Commander (OFC) and inputs from each area; Ops North, Ops Debriefing – which record our OL formally by Mar 2022 SSCR operators South, Legal, People, Capability, Projects Report demonstrating maintenance of links with Agreed swift entry protocols to be presented to, and any others operations, training, capability etc (agenda items and agreed by the Office for Nuclear Regulation at Senior Management Team forums where OL is (ONR) and duty holders, with a view to testing discussed) during the annual exercise programme Agenda of organisational learning panel
Recommendation 5: By February 2022, the chief constable should introduce a structured mentoring/shadowing programme for firearms commanders, by Home Office peers. Recommendation 7: By June 2023, the secretary of state for Business, Energy and Industrial Strategy (BEIS) should review the effect of the Public Service Pension Act 2013 on the CNCs Owner: Supt Cole ability to perform its function in the future. Critical success factors Output measurement Timeline / target Owner: Phil Leigh Develop proportionate, sustainable Percentage of Tactical Firearms Commanders September 2021 business as usual structured shadowing/ (TFCs) and Strategic Firearms Commanders Critical success factors Output measurement Timeline / target mentoring programme proposal for each (SFCs) who have accessed or planned in for Establish government’s position in Influence and negotiate with BEIS to establish By April 2022 command area shadowing and mentoring in financial year retaining the current pension age government position 2021/22 for CNC operational officers. Review Approved through the role profile delivery and presentation of key arguments in group and/or Firearms Standing Committee partnership with BEIS Explore with BEIS possible vehicles to Obtain agreement with BEIS By April 2022 Write the objective outcomes of the Command profiles amended September 2021 for effect facilitate retaining the current pension age shadowing/mentoring programme into in financial year 2022/23 Approved through the role profile delivery including flexibilities within the Civil Service each command role profile as mandated group and/or Firearms Standing Committee and Others Pension Scheme, ‘alpha’, to annual activity for operational competence determine a viable option
Develop a through year command portfolio Review of profiles amended, and evaluation March 2022 for effect in of evidence review process to ensure best process completed financial year 2022/23 outcomes at the end of each command Any findings to be captured within evidence reporting period. Measured organisational learning through maintained operational command competence of commanders against the minima at end of year portfolio sign off, role profile delivery group and or Firearms Standing Committee 14 #ProudtoProtect
Operational193 firearms3 officers137 Firearms delivery trained in Over Commanders centres dynamic search and 10,000 interdiction Servator officers500 trained in enhanced deployments carbine and launcher since first launched Over of11% our AFOs SEG 40officers are women Authorised1,110 Firearms Officers 32,000 Over lateral flow tests purchased to help 23 identify possible police dogs, Covid-19 cases hours10,000 of firearms 100%spent ammo 13 handlers and 165National five nationally training delivered cases recycled Firearms trained Instructors instructors
Counter10 Drone Griffin Park Operators achieved a rating of Outstanding from Nearly Over the British Research Our Strategic Escort Group 112 Establishment has escorted nuclear material recruits Environment over 1,000 miles by rail, over graduated Police200 Number250 of Home Assessment Method for 30,000 miles by road and over as AFOs Medics Office assists its sustainable design 150,000 nautical miles at sea