The publication of the Home Office’s Terrorism (Protection of Premises) Act 2025 Statutory Guidance on 15th April 2026 marks the formal shift in...
Martyn’s Law implementation — cutting through the noise and building genuine readiness
Martyn’s Law isn’t just about compliance — it’s about readiness
ProtectUK currently lists the UK national terrorism threat level as SEVERE, meaning an attack is assessed as highly likely.
This does not mean venues should overreact. It means organisations should assess whether plans are usable, staff understand their roles and communication will hold under pressure.
The goal is not to start again, but to strengthen what already exists and make it work in practice.
In 60 seconds
With Martyn’s Law statutory guidance now published, venues, events and publicly accessible locations across the UK are rightly reviewing their preparedness. For event directors, operations leads, security teams and senior leaders, the question is no longer whether it matters — but how to implement it in a way that is proportionate, practical and genuinely effective under pressure. The market has quickly become crowded with organisations offering support, consultancy, products and training. Some of this will add value, but much risks creating unnecessary complexity. Martyn’s Law should not become a procurement exercise. It should be a readiness exercise.Who this is for
This article is for event directors, operations directors, security directors and chief executives.
What the guidance and good practice says
A simple starting point: four core capabilities
- Evacuation — moving people away from danger safely and quickly
- Invacuation — moving people to safer internal areas
- Lockdown or controlled access — restricting movement and protecting spaces
- Communication — providing clear, timely instructions
These are simple concepts, but delivering them effectively across live environments is complex.
What good looks like
People first — not just plans and technology
Technology supports protective security, but people make the difference.
Staff must recognise risks, escalate information, make decisions and communicate clearly.
A written plan alone is not readiness — it must be trained, exercised and tested.
Live drills: practical, proportionate and high impact
Effective drills are often short and focused.
They can test specific capabilities such as communication or escalation.
Well-designed drills increase confidence, while poorly designed ones can create false assurance.
Common mistakes we see
Why operational experience matters
Martyn’s Law will be delivered in real-world environments: control rooms, venues and complex events.
Implementation should be guided by operational experience, not just policy.
Controlled Events focuses on resilience, readiness, communication and control.
A proportionate route to implementation
Most organisations benefit from a structured readiness review.
This includes assessing current arrangements, identifying gaps and testing through exercises.
The outcome should be a clear, prioritised action plan.
Training that builds real competence
Training should be practical and relevant.
Controlled Events supports operational training, accredited programmes and control room development.
The aim is to ensure people can act with confidence when it matters.
Practical checklist
Organisations should ask four key questions:
- Can we evacuate effectively?
- Can we invacuate effectively?
- Can we control access or lockdown effectively?
- Can we communicate clearly under pressure?
If unsure, the next step is to test these capabilities.
FAQs
What does ‘operational readiness’ actually mean?
Operational readiness is the ability of a team or organisation to respond effectively to incidents or deliver events safely. It includes:
- Trained people
- Clear procedures
- Tested systems
- Strong communication protocols
How can organisations improve their readiness?
Key ways include:
- Scenario-based training
- Regular exercises and simulations
- Clear roles and responsibilities
- Reviewing and refining processes after events
Training plays a key role in building confidence and coordination under pressure.
Why do teams struggle during live incidents even if they are experienced?
Control rooms often bring together people who don’t usually work together, meaning:
- There may be no shared processes
- Communication styles may differ
- Decision-making structures may be unclear
This can impact performance unless teams have trained together beforehand.
Controlled Events supports readiness reviews, training and live drills. Get in touch to arrange a conversation about your next steps.
