Memorandum submitted by VT Communications
1. EXECUTIVE
SUMMARY
This memo:
(a) Provides an introduction to VT Group.
(b) Offers VT's viewpoint on the "Protect"
strand of the Government's Countering International Terrorism:
The UK's Strategy, July 2006.
(c) Identifies some of VT's core capabilities
with regards to counter-terrorism, intelligence and resilience.
2. INTRODUCTION
VT is a leading defence and support services
contractor, providing engineering focused, mission critical support
to the defence, nuclear and secure communications sectors, supported
by a comprehensive specialist training business.
The Group employs over 14,000 people and has
an annual turnover of over £1.2 billion as well as a current
order book of over £6 billion. The Group is a long-standing
supplier to a number of Government customers and operates in a
number of countries world-wide, with over one hundred offices,
ranging from Cornwall to Northern Scotland, in the UK alone.
3. COUNTERING
INTERNATIONAL TERRORISM:
THE UK'S
STRATEGY, JULY
2006
VT welcomes HMG's Countering International Terrorism
Strategy. Below, we comment specifically on the "Protect"
strand of the Government's strategic response to international
terrorism.
"Protect"
The successful delivery of the "Protect"
strand of the Government's Counter-Terrorism Strategy necessarily
depends on close co-operation between the public and private sectors.
The existence of the UK Security and Resilience Industry Suppliers'
Community (RISC) and the regular meetings it holds with Government
"to consider how it [RISC] can help support the objectives
set out in the National Security Strategy" are an excellent
start to co-operation. However, there is scope for much closer
co-operation (without compromising proprietary information and/or
public confidentiality): for a start, RISC and its members could
be invited to comment on the next iteration of the Government's
Counter-Terrorism Strategy. It is only via means of dialogue with
industry that:
(a) Government will understand the art of the
possible in terms of finding solutions to deliver its Strategy.
(b) Industry will plan and invest in the UK economy
(at a time of particular economic uncertainty) to deliver requisite
counter-terrorism, intelligence and resilience capabilities.
More specifically:
(i) For security reasons, it is clearly not possible
for the Strategy to divulge the extent to which there are concerns
in relation to specific risks or vulnerabilities. However, it
will continue to be valuable for Government and industry to identify
in confidence how we can best support the protection of key national
services.
(ii) We applaud and encourage the Strategy's
stated intention for the Government to "say more publicly
about its general analysis of the terrorist threat and broad approach
to protective security." The more information available to
industry, the better we will be able to respond to the Government's
requirements.
(iii) It would be hugely valuable for industry
to have an early understanding of the proportion of the annual
Counter-Terrorism, Intelligence and Resilience budget to be made
available for private sector engagement. As before, the more information
industry has, the better we can plan, budget and invest with a
view to providing Government with the wherewithal it requires
to respond to threats to national security.
(iv) Finally, and arguably most importantly,
VT would welcome a streamlining of procurement processes and guidance.
We appreciate the benefits of having more than one department
(ie the Home Office) looking after all aspects of counter-terrorism,
eg taking advantage of the expertise and resources of other departments,
agencies and the emergency services. However, the large number
of security and resilience procurement agencies (SBAC puts the
number at around 60), all with their separate processes and guidance,
is both confusing and counter-productive. By introducing streamlined
processes and guidance, Government would induce industry to invest
its resources and capabilities in products designed to meet Government's
evolving requirements in the security and resilience sphere.
4. VT GROUP'S
CORE COUNTER-TERRORISM,
INTELLIGENCE AND
RESILIENCE CAPABILITIES
VT's project management experience and its knowledge
of the counter-terrorism, intelligence and resilience arena make
it ideal for bringing together multiple capabilities to deliver
output-based solutions. Many of these solutions are directly concerned
with reducing the vulnerability of the UK, including the protection
of critical national infrastructure and the deterrence of illegitimate
CBRN activity. VT delivers these solutions via innovative contracting
practices, for example contracting for availability, the financing
of asset or infrastructure deals and the bundling of contracts
where appropriate.
A number of specific capabilities are summarised
in the table below:
Capability
| Activity | Current Example Contracts
|
Secure and Resilient Networks and Services
| — Provision and operation of secure communications infrastructure
| — Communications infrastructure and associated support to GCHQ
— Provision of highly resilient terrestrial back-up to GPS (eLoran)
— Provision of atomic clock-driven signal (used for transportation, telecommunication and emergency services systems)
— International delivery of the BBC World Service, which is often the only communications medium instantly available in the aftermath of a national security incident where other networks are likely first casualties
|
Nuclear Material Monitoring | — Design and supply of CBRN monitoring equipment
— Supply and maintenance of Tactical Radiological Monitoring Equipment (TRAME)
| — Cyclamen programme, providing key nuclear installations with 24/7/365 radiological incident support (including identification and disposal)
— Provision of all UK Armed Forces' military radiation monitoring equipment
|
Nuclear Incident Clean-up | — Specialist clean-up services, including characterisation, containment and disposal of radioactive material
| — Government "decontamination service" framework contractor (DEFRA)
|
Critical Asset Support | — Fleet management
— Communications vehicle modifications
| — New Dimension contract, providing DCLG's fleet of emergency response vehicles with vehicle management support
— Met Police fleet management contract
— ALC Joint Venture with Amey to provide the Army's C-vehicles (which can be deployed to support `critical national infrastructure' incidents) with fleet management support
|
Preparatory Training | — Specialist fire and rescue training facilities, including in the marine environment
— Deployable UOR training teams
| — Provision of training to UK fire authorities in respect of core fire and rescue mandates
|
January 2009
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