More than a sticking plaster
Right Track talks to Inspector Keith Barnes of BTP’s Workplace Violence Coordination Unit to find out what it’s doing to combat work-related violence.
Imagine going to work and being frightened to do so. Then imagine thinking that being swore at, spat at, and even threatened are just part of the job. That’s what it was like for one member of station staff being terrorised by a gang a couple of years ago. And yet when the British Transport Police (BTP) Workplace Violence Coordination Unit (WVCU) investigated, they found that a number of crimes were being committed by the same gang along the whole route.
Inspector Keith Barnes recognises that the unit is ‘not a sticking plaster’. However, what it does do is ‘look first for the causes, and then for long-term solutions’. To achieve that, the unit builds a well-rounded picture using multiple data sources, including BTP’s calls to service, crime, and intelligence overlayed with the operating company data. The WVCU also asks the industry where they feel the problems are, including the geographical features of the station itself—and not just the main hubs, where there may be many blind spots and places to hide. In fact, it can be easier to spot trends at smaller, outlying stations—looking for those intent on causing fare evasion and antisocial behaviour, for instance.
As Inspector Barnes explains, fare evasion and assault can be indicators of other sorts of crime. For example, gang members intent on town centre theft invariably do not pay for their travel. Hence, there can be gate-line issues, which can lead to assault. Inspector Barnes says, ‘You don’t always have to lock someone up to deal with the problem’. Sometimes, restricting passenger access to a passageway or closing off an area
when unstaffed during peak times can cut the options for a perpetrator getting in and out of a station. This can deter individuals from attending the station, reduce incidents, while empowering and boosting the confidence of the frontline staff as they see the measures making a difference.
Not that the unit can train staff in police-style conflict management—it’s too hands-on!—but they can show them how to be aware of their environment and to look out for potential triggers that can lead to problems. The unit does this through personally delivered workshops for staff, which were developed by PCs Pye and Beniston. PC Pye says, ‘There is a sense of real fulfilment in problem-solving for frontline staff—something
that, in my role, also involves making sure they know what they can do within the law.’
The language of the law is often off-putting, so PC Pye explains to staff what the law actually says, ‘and then what it means in real life’. PC Beniston agrees, adding how important it is to be open: ‘We talk to the staff involved wherever possible. It makes a difference and stops the “why bother to report” mentality’.
Myth-buster: CCTV is better than bodycamsBody-worn cameras are vital. CCTV from stations can take up to 14 days to obtain, whereas the footage from body-worn cameras can be downloaded much quicker. The recorded audio is your friend. For instance, on CCTV it could look like you are pushing someone with no explanation. But with body-worn camera audio, you could hear the perpetrator threating you. This would show that your safety is at risk and to get out of danger, you’d need to push past the aggressor. A whole different picture then emerges.
This guide provides rail managers with the steps to define a clear and multifaceted plan to address violence in the workplace.
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Work-related violence is an important issues we all need to address, writes Jenna Trevillion, Work-related Violence Project Manager at Rail Delivery Group.
