London Underground Tube Train Report on 77

8/9/2019 London Underground Tube Train Report on 77

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The Terrorist Attacks on LondonUnderground on Thursday 7th July

2005

Andy Barr

Network Co-ordination Manager

London Underground


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Reflections 1

It is now exactly four years since the terrible events of July 7th 2005 unfolded, and since then,London Underground and the other resilience and emergency organisations in Londonhave had the opportunity to :

Review the incident performance

Update our Emergency Plans in the light of the experiences

Reflect on our actions and the way people responded

Review the way we would react given a similar incident.

Design new systems and reactions

Enhance our Customer Incident care teams

Reflections - 1


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Reflections - 2

As a result of these reviews, we have made a number of changesin the following areas in particular:

Victim Support and Trauma counselling

The way we assist people after large scale disasters

Communications systems

Emergency aid facilities at stations

Recovery strategies

Resilience Modelling for LU and TfL

Better modal linkages


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This presentation details the events of the 7th July, and thesubsequent days in which London Underground and itspartners recovered the Transport system across London.

How the people aspects were the single most important

factor in management on the day and subsequently

How this contributed to the longer term strategy

It also reflects the real time details, the speed of fact input

and the urgent need for London Underground to respondon the day both as a system, and in conjunction with theemergency services and other transport partners.

Reflections - 3


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TfL moves over 6.5 million customers every day

Background


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London Underground is a diverseorganisation...

Moving 3.5 million customers per day

throughout London:

9 lines & over 250 stations

Office locations all over London

About 12,000 staff

a 20 hour service customer hours

All engineering to be completed in 4 hours


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Planning & Preparation for Disasters

In common with almost every large organisation,London Underground has Continuity andEmergency Plans, which they hope will never beneeded.

London Underground on the 7th. July had toimplement its plans under circumstances whichno organisation or the employees should have toendure


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At 08.51, we had THREE Major Incidents

Edgware Rd

Kings Cross

Aldgate


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DimensionsDimensions

When the bombs exploded there were :When the bombs exploded there were :

-- over 500 trains in service, each with a driverover 500 trains in service, each with a driver

-- over 250,000 passengers on LULover 250,000 passengers on LUL-- around 2,500 staff on duty at stationsaround 2,500 staff on duty at stations

These were all evacuated in 1 hourThese were all evacuated in 1 hour


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At 09.45, we had a further explosion on the bus.

Edgware Rd

Kings Cross

Aldgate

Tavistok

Square


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Casualty Figures The number of fatalities was 52 (excluding the bombers.)

7 from the Liverpool Street / Aldgate incident.

7 from the Edgware Road incident.

24 from the Kings Cross / Russell Square incident.

14 from the bus

700 Treated for injuries.


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Key Stages of Business recovery Thepeople aspect

Managing the Incident- The first 8 - 12 hours

Consequence Management Protecting the Business

Business Recovery Returning to normal

Lessons Learnt What would we do the same/differently?

Preparing for the future Having a longer-term robust plan

Preparingfor thefuture

Managingthe Incident

Consequence

Management

BusinessRecovery

LessonsLearnt


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Incident Management

Command and Control

POLICEPOLICE

POLICE

POLICEPOLICE

POLICE

POLICEPOLICE

POLICE

POLICEPOLICE

POLICEPOLICE

FIRE AMBULANCE LU

POLICE FIRE AMBULANCE LU

POLICE

FIRE AMBULANCE LU

INFRACO

INFRACO

INFRACOGoldGold(Strategic)

SilverSilver(Tactical)

BronzeBronze(Operational)


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We had to consider Multi Site IncidentControl for the first time

Gold Control

(Rostered DutyOffice, + Team)

Network Operations

Centre 55 Broadway

Silver

Control

Silver

Control

Edgware Rd. Kings Cross Aldgate

Silver

Control


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Aldgate

Circle Line Train 204 eastbound between

Liverpool Street and Aldgate, in cut & Cover tunnel


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Edgware RoadCircle Line Train 216 westbound between Edgware Road

Paddington in cut & cover tunnel.


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Kings Cross / Russell Square

Piccadilly Line Train 311 westbound between Kings Cross(Piccadilly) and Russell Square.


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2. Consequence Management



Consequence

Management

BusinessRecovery

Lessons

Learnt


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The Network Operational Consequences

On July 8th

, we ran 80% of our service


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The Wider London Picture

As soon as the nature of the 3 incidents was identified, theLondon Civil Contingencies Plan was implemented. Thismeant : COBR Sitting

The Gold Co-ordinating Group (GCG) Assembling at Hendon

The Transport Cell as part of the GCG Meeting

The Strategic management of the incident being managed atGovernment level.


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CHAIRof GCG

LFB

Recovery

Management

LASPolice

Transport

Utilities

Joint HealthAdvisory

Centre

Media

Health

GCG

Strategic Co-ordination Centre (SCC)


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3. Recovery Management



Consequence

Management

BusinessRecovery

Lessons

Learnt


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Rolling Stock Removal Aldgate train moved as a train

on its own wheels

Russell Square 2 cars alsomoved on own wheels

Edgware Rd. Train had to becraned out due to Rolling Stockstructural damage


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The recovery strategy had a number of stages

Completion of Scene of Crime

Estimation of Damage to Rolling Stock & Infrastructure and repairtimescales

Communication with customers, staff & Stakeholders

Removal of damaged Rolling Stock to a secure location

Repair and testing of damage to infrastructure

Handing Back of assets and return to service


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The Recovery Structure

Recovery Plans were in existence, and were used

Recovery teams interfaced across the Network

A Service Director was assigned to the sole role of Recovery

Day to day operations were separated from the recovery role

A Recovery Gold was appointed on a shift basis across all sites

Recovery Silver Controls were appointed at each site also round theclock

A system of twice daily conference calls with all participants tomonitor progress

Project plans for each site agreed with LU and Infracos


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Services were re-introduced as sitesbecame clear

Kings Cross Station re-opened

Saturday 9 th July for the Metropolitan Line only.

Tuesday 12 th July for Victoria & Northern Line Thursday 4 th August for Piccadilly Line and all services

Liverpool St Station re-opened

Friday 25 th. July, Aldgate resumed with Hammersmith & City Servicesresumed Baker St. to Barking

Edgware Rd Re-opened

Friday 29 th July for District Line

Tuesday 2nd August Full Services to Hammersmith( resumed later due

to Weekend engineering works)


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Consequence

Management

BusinessRecovery

LessonsLearnt

3. Lessons Learnt


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Consequence Management

Restoration of 80% of the service on Friday 8th July gavecustomers confidence

The way we manage customers involved in serious incidentswas good and all staff carried out all actions in a professional

way

The emergency services liaison was exemplary, demonstratingthe worth of recent exercises

During the whole phase, there was good transport inter-agencyemergency management links particularly with BTP.

Positive Lessons (ii)


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Areas which have been improved

multi-site events management worked, but 3 sitesstretched the operational resource available. This is

now part of our contingency planning

Stakeholder management needed a dedicatedresponse

Communications needed to be more real time to meetfast changes and the significant levels of media

coverage

Short term solutions for Surface to platformcommunication processes have been enhanced.


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Further Improvements - 2

Emergency aid facilities have been enhanced at a smallnumber of locations to manage more casualties

Modal linkages for all TfL have been strengthened by theprovision of a wider net of Gold Commanders from eachmode.

The process involved in evacuating the Underground hasbeen looked at in the light of the way the system responseis managed

The London resilience model has been improved as a resultof the cross organisations lessons learnt processes.


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Preparing for the Future



BusinessRestoration

Consequence

Management

LessonsLearnt


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Future Plans Centre on People Care

The Incident Care Team process is now regardedas the one of the exemplars

The roles of those people involved were always

our first consideration and this has beenstrengthened

We have developed new and different structures

and processes when we are the subject of futuremajor incidents but the people care contentremains consistent


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In May 2004 London Underground finalised its recovery plan for

responding to major asset failures as a result of 7/7 it has nowbeen upgraded



Consequence

Management

BusinessRestoration

LessonsLearnt

Recovery Plan


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Recovery Plan

We took the Operational Plan

Recovery Plan


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Recovery Plan

and the Business Recovery Plan


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and made the two into one.


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Documents

London Underground Tube Train Report on 77