1) The document outlines the United Kingdom's approach to national security and resilience by identifying risks, building capabilities, and coordinating responses across levels of government. 2) Key objectives include protecting the UK from direct risks, reducing overseas risks, and systematically identifying and assessing hazards and threats. 3) Response is coordinated through the Cabinet Office Briefing Room (COBR) at different levels - local, regional, national - depending on the scale and impact of the emergency.

1. To ensure a secure and resilient United Kingdom - by
protecting our people, economy, infrastructure, territory and
way of life from all major risks that can affect us directly
National Security Strategy- High level
objectives
To shape a stable world, by acting to reduce the likelihood of
risks affecting the UK or British interests overseas, and
applying our instruments of power and influence to shape
the global environment
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1

2. UK Resilience – Delivered Together
Identifying
risks
Evaluating
Resilience
Assessing
risks
Building
Resilience
Comms
Generic Capabilities
Specific Plans
Business Continuity
Crisis Management
Horizon
scanning
Systematic risk
identification
Systematic Risk
Assessment
Performance Management
Exercises
Real-life events
Requirements&
Solutions

3. Assessing the Risks
 Fatalities
 Casualties
 Social disruption*
 Economic
 Psychological
1 2 3 4 5
* Social disruption:
 Disruption to Transport
 Disruption to supplies of drinking
water, fuel, gas, electricity,
communications, money
 Disruptions to schools, health
services
 Environmental damage
 Evacuation
HAZARD: ‘Likelihood’
 Historical Evidence
 Predictable events, for example weather
forecasts
 Expert advice
THREAT: ‘plausibility’
 “Plausibility”
 Intelligence about capability
 Intelligence about intent
 Intelligence about vulnerability
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
RISK
Likelihood/ Plausibility
Impact

4. 5
4
3
2
1
1 2 3 4 5
=
Consequences
• What are the generic consequences?
• Reasonable worst case warning time?
• Regional variation?
• Military involvement?
• Interdependency?
National Resilience Planning Assumptions
Risks
• What risks should drive planning?
• What is the reasonable worst case,
taken across those risks
plus
Functional
Planning
Assumptions
Essential
Services
Planning
Assumptions

5. Building Resilience – Capability Development
5
National
Resilience Capabilities
Programme (NRCP)
Co-ordinates cross-HMG work
to build and maintain
capability against the common
consequences set out in the
NRPAS

6. National Risk Planning Assumptions
Hazards
Matrix

7. Managing Flood Risk
Rail Resilience Programme
Flood
Water Rescue Teams
Support the movement
and retrieval of people
and property
High Volume Pump
Tactical Advisors
Provide strategic
advice on deployment
of High Volume Pumps
Build flood defences
Early warning
Response
Preparedness
Flood rescue National
Asset Register
Provides a centrally managed
database of nationally
available Rescue boats and
teams for deployment to
support local response
Sector Resilience
Flood alerts
and
warnings
from the
Environment
Agency

8. Cold weather
Department of Health Cold Weather Plan
......the average number of
excess winter deaths in
England and Wales exceeds
25,000, and this increased to
36,700 for 2008/9..........
over 2 million tonnes of salt stored for the
winter....
Electricity margin this winter is 5%
Cold weather payments - £25 cold
weather payment for an average of 0C or
below, over 7 consecutive days

9. Minimal parliamentary interest significant parliamentary interest dominating party/national debate
Local Response
only
Region
Cross Force
Cross -
Region
National
Coverage
Local Response with
two way information
Channel to Central Gov
Serious – Level 1
Lead Government Dept led
central response
Significant – Level 2
Co-ordinated central
response from COBR
Catastrophic – Level 3
Central direction
from COBR
Single Scene
Minimal LGD operational interest DCLG RED Ops LGD Ops Collective response Central direction
Minimal LGD policy interest DCLG monitoring LGD actively involved Strategic challenge Overwhelming
Impact
Scale
Local response
• Occasional briefing to DCLG or Lead
dept
Serious – Level 1 Emergency
• LGD* response activated
• CCS participate LGD X Govt
Teleconf
• CO support and direction to LGD
• Cabinet Office Ad Hoc briefing to
Ministers / No 10
• CO led teleconferences where
required
Serious – Level 2 Emergency
• CO co-ordinate COBR response
• Ministerial and Official meetings
(inc teleconf where necessary)
• CO led sub groups as
appropriate
• CO engagement and support to
SAGE
• CO/No10 Co-ordination of
Comms – Meetings & Teleconf
Catastrophic -Level 3 Emergency
• Top down Response
• Enhanced CO co-ordination
drawing across units
• Additional Command and control
arrangements – provision of
national assets and resources
• Co-ordination of legal –
emergency powers provision
Central Response – Trigger Levels & Co-ordination mechanisms
• DCLG RED – participation in
Strategic Coordinating Groups (SCGs)
• National co –ordination of police,
fire mutual aid
* LGD – Lead Government Department
+
Local Response
Single Scene Point of activation
where terrorism is
suspected
+ +
e.g. Road Traffic Accident
e.g. Large Scale Fire
e.g. Flooding
e.g. Prison Riot
e.g. Animal Disease (Foot & Mouth)
e.g. July Bombings
e.g. London Riots
e.g. Pandemic Flu
e.g. Volcanic Ash
e.g. Industrial Action

10. Organisation
Sub-national
Co-ordination
Government
Liaison Team
COBR
Silver Command
Bronze Command Bronze Command
Wide-area Emergency
Single Scene
Operational
Control at Scene
Operational
Co-ordination
Integrated
Overall Command
(usually) led by Police
National
Strategic Level
Strategic
Co-ordination
Centre (Gold Group)
GOLD Command
Strategic
Co-ordination
Centre (Gold Group)
GOLD Command
Strategic
Co-ordination
Centre (Gold Group)
GOLD Command
Strategic
Co-ordination
Centre (Gold Group)
GOLD Command