Security policy by liwenting

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									                     Security policy
                 version for “travelling staff from [HQ]”




Intended for       Directors, Regional-Field Office Managers, travelling staff, consultants and
                   visitors
Aim                 - To enable continuation of XXX programmes for as long as possible, even
                      in insecure situations.
                   - To Minimise security risks for XXX staff/consultants/visitors and assets
                      as much as possible.
                   - To safeguard the name and reputation of XXX
                    This Policy describes the XXX-wide Security Principles & Responsibilities,
                    with a focus on staff of the [HQ]

                                Contents



                                Section 1

       Security - principles

1.1    General principles
1.2    Gender
1.3    Exceptional risks
1.4    Update




                                Section 2

       Responsibilities for “Security”

2.1.   XXX as employer
2.2.   The Traveller
2.3.   The Programme Officer
2.4.   The Programme Manager and/or Programme Coordinator
2.5.   The Central Security Adviser
2.6    XXX “Central Crisis Management Team”
                                       Section 1
                                  Security - principles
Introduction
XXX works in every part of the world. In some regions, increased security risks
may exist.
The first main principle of security policy at XXX is to reduce these risks as much
as possible. The second main principle is to guarantee an adequate response on
the part of the organisation and the staff should problems arise, in spite of all the
precautionary measures taken.
To cope with these security risks, XXX has a security framework. The umbrella
document is the security policy. This document sets out security principles,
responsibilities and authorisations. At policy level, the ‘Code of Conduct on sexual
exploitation, abuse of power and corruption‟ and the „Code of Conduct for the
International Red Cross and Red Crescent Movement and NGO‟s in Disaster
Relief‟ are applicable.
The XXX security framework is supplemented by Crisis Management (Team)
protocols, context specific country/area/region security plans. Standard
Operating Procedures - Contingency Plans, a practical security guideline for
travellers & field staff and generic forms.

The security policy formulated in this document applies to Travelling
staff, which are understood to include the following categories:
      - [HQ] staff who spend a period of shorter than 6 weeks in developing
         countries;
      - individuals with respect to whom XXX has mediated for a short mission
      - individuals who are sent overseas for a (short) period of on-the-job
         training
      - volunteers, who are sent abroad for a period of less than 6 weeks.
      - consultants, who spend a period of less than 6 weeks abroad
As previously stated, the first main principle of this security policy is to minimise
security risks as much as possible. However, this doesn‟t diminish the possibility
of an unexpected turn of events taking place. In emergency situations, there is
often little time to deliberate on matters or discuss the issues in any great depth.
At that moment, it‟s vital to have contingency procedures in place, so that quick
decisions and measures can be taken.
Finally: however extensive policies and procedures may be, the most important
factor in security issues is common sense.




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1.1 General security principles

     XXX is an independent NGO.
     In realising its objectives XXX acts from a neutral, impartial position with the
      mission and vision of the organisation serving as its guiding principle.
     XXX is signatory to the Code of Conduct of the ICRC and to the Code of
      Conduct on Sexual Exploitation... XXX will observe these guidelines and
      validate its policy with respect to these.
      All staff are required to abide by these codes.

     While travelling or working abroad for XXX in a [regional office], Field Office,
      the staff member has to abide to the Codes of Conduct 24/7. In other words,
      has to play the ambassadors role every day of the week full time, as
      breaching of the CoCs may harm the image and reputation of XXX and the
      partner organisations, have a negative impact on the relation with authorities
      and communities, embarrass relations with stakeholders, donors, etc.


     For XXX, life of travellers has primacy over programmes and assets (Sanctity
      of Life).
     XXX accepts working in insecure areas. This involves risks and may have
      potential consequences in terms of harm to travellers because it is a practical
      probability. Security incidents have happened, and we must assume, will
      happen. This does not indicate a judgement by XXX that harm against its
      travellers is morally acceptable
     In conflict zones, where specific UN security levels and related security
      evacuation plans are in force, these can be the defining factor for XXX.
      However, the organisation will at all times continue to make its own appraisal
      of the situation.
     Staff at XXX are allowed to travel independently once the security risks have
      been carefully appraised - taking into account the specific circumstances.
      Parties involved will have to confirm in writing that they adhere to the
      security policy described in this document and will comply with any
      instructions that are issued by or on behalf of XXX in this context.
      Compliance with these instructions may be ignored if these put the traveller
      directly in jeopardy.
      The staff member needs to be familiar with the security brochure “Travelling
      with XXX”, and with the security plan for the area/country/region in
      question.
     In the event of evacuation, XXX only has responsibility towards all categories
      of travelling staff and not towards the staff of partner organisations or
      others.
     XXX has appointed a designated security adviser, acting in an advisory
      capacity should the general security situation in an area/country so require,
      and in the event of crises.
     For each visit to a (potential) program region/area/country, an up-to-date
      security plan should be available prior to the departure of the traveller.
      An up-to-date security plan should also be available for the regional or
      country-based offices.
      Travelling staff are required to familiarise themselves with this security plan.
      The [regional office/field office] security focal point is responsible for briefing
      visiting travellers with respect to the local security plan.




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    The division of (hierarchical) security responsibilities, as well as its practical
     implementation, has the following levels:
      - Traveller
     Programme Officer
     Programme Coordinator (PC)
      - Programme Manager (PM) / Regional Manager (RM)
      - International Programme Director
      - Decisions made by higher levels should be adhered to with due
         consideration of each individual‟s personal responsibility.
     A decision whether or not to travel to an unsafe region or to prematurely
      return home is always based on a careful assessment between humanitarian
      assistance on the one hand, and personal safety on the other. Information
      will always be requested from local partners and included as part of this
      assessment. As a rule, negative travel advice on the part of the local
      partners will be followed.
     XXX will not allow travelling staff to visit regions where they -as an XXX
      traveller- run a known and specific risk of being singled out as a target.
     XXX will listen to the wishes of a travelling staff member to leave the host
      country if he/she does not feel safe there, despite all the (precautionary)
      measures that have been taken.
      Explanation/justification to XXX takes place afterwards.
      Costs may be charged to the travelling member of staff by XXX, if this
      explanation is deemed unsatisfactory by XXX.
     Apart from in emergency situations, an XXX representative will only take the
      actual decision to leave (prematurely) after prior consultation with their
      manager.
     Travelling staff must not carry or use weapons; what is understood to
      constitute a weapon, for example, a pocket knife, sometimes depends on the
      situation.
     A decision to deploy armed security officers can only be made after
      consultation with and with the approval of the programme or regional
      manager.
     Travelling in normal convoys is permitted. Organising a convoy with armed
      guards, police officers, military personnel and militia by the traveller him or
      herself needs to be properly assessed; obtain approval from the local UN
      organisation and/or authorities and make sure to comply with the practices
      of other (XXX and/or other (I)NGOs) in the region.
     In the event of a serious incident and/or traumatic event having been
      experienced, XXX will arrange for an adequate debriefing when the trip has
      been completed, and, if necessary, on-the-spot assistance during the trip. If
      necessary, outside professional assistance (after-care and any treatment)
      will be offered via the HR department, if this is requested by the traveller
      and recommended by the manager. This assistance will be offered to both
      travelling staff and other staff who have been closely involved in the incident.

1.2. Gender
      Female travelling staff always run exceptional risks – even in areas which are
       generally characterised as “safe” - simply because they are female. In hazard
       zones therefore, they run even greater risks, because indecent assault and
       rape may be part of the war strategy.
      When travellers (both men and women) plan their trips, they must focus
      special attention on the position of women and men in the local cultural
      context. This not only involves the social values and the customs of the local



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      population, but also the position of the traveller him or herself, the associated
      code of conduct and any exceptional risks that may be involved.
     If necessary, alternative and/or additional measures will be taken for female
       travellers, for example, with respect to accommodation, travel, etc.

1.3. Exceptional risks
     When a decision is taken to travel, an appraisal has to be made of any
      exceptional risks the traveller may be faced with, for example, on the basis
      of his or her nationality, passport and/or origin, etc. and whether these risks
      can be minimised by alternative and/or additional measures.

1.4. Update
     At least once a year (in the spring), the Board of Directors will meet to
      discuss developments with respect to security and travel on the basis of an
      annual report. In his or her report, the security adviser will relate any
      security incidents and their evaluation over the preceding year, if necessary
      supplemented with information about overall developments and/or trends.
     If the Board of Directors deems this necessary, the text of the security policy
      will be correspondingly amended.




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                                    Section 2
                            Responsibilities for security
This section describes the division of security responsibilities, authorisation, roles
and tasks within XXX from the moment a decision is taken to travel to the point
at which actions need to be taken in the event of a (serious) incident.
In the event of normal business travel, responsibility for minimisation of travel
risks is shared between the traveller/(assistant) programme officer, the
programme coordinator, the programme manager / regional manager and the
international programme director.
The central security adviser monitors the security policy and procedures and has
an advisory role to play in the event of emergencies. At regional and/or field
level, a security focal point has a monitoring and advisory role as well.
In case of incidents, the Country Coordinator initiates follow-up.
In case of serious incidents, a Central Crisis Management Team (possibly
supported by a Regional and/or Field Crisis Team) will take on tasks and
responsibilities, so that XXX can respond quickly and adequately.

Division of security responsibilities, authorisation, roles and tasks

[HQ] travelling staff              Knowledge of Travel Guide
                                   I
                                   Risk reducing behaviour
                                   W
                                   Active support to identification of threats & risk reducing
                                   W
                                   measures
Travel Coordinator            O    In case of more persons travelling together: organising trip
                                   and taking ad-hoc practical decisions
Programme Officer             O    First point of contact for travelling staff; responsible for
Stationed either in [regional      liaison, briefing and monitoring of security situation; input
office] (PO) or [HQ] (RB)          for maintaining security plan
Country coordinator (CC)      A    Responsible for the development and maintenance of
                                   security plans; monitoring travel coordination
Security Focal Point,         W, E Develops the security plan, in country briefing, travel
stationed at [regional             coordination
office] or [field office]
Security Advisor, stationed E, O Development and maintenance of policies, procedures
at [HQ]                       W    General security briefing & information
                              E    General security support
                              E    Secretary Central Crisis Management Team
Programme Coordinator         O    Monitoring security in programme area
(PC), resp. HAZ, stationed    E*   Advising on go/no go travel decision of (assistant) POs,
at [HQ]                            resp. financial officers; mission staff. Supervisor of the PO.
                              O    Monitoring development & update security plan
Programme Manager (PM), A          Go/no go travel decision of PCs, head of administrative
stationed at [HQ]                  services, RPC and programme specialists
International Programme       A    Overall responsibility; Go/no go travel decision of PMs and
Director (IPD)                     of travels to high risk areas
Central Crisis Management A, O In case of calamities with potential high impact: coordinate
Team (CCMT)                        crisis response
A = Authority (final decision; go/no go for travel)
O = Organiser (who initiates and guards the process of implementation)
E = Expert (may or has to be [E*] consulted)
W = Who does the work
I = Information (obliged to receive the information)




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      In the event of a responsible member of staff being absent, the responsibility
      should be transferred to a colleague at the same level or one‟s own manager,
      and this should be communicated effectively.

2.1.      XXX as employer
     Travel is only permitted once the security risks have been carefully
       considered, taking into account the specific circumstances.
     Travel to countries for which the Ministry of Foreign Affairs has issued a
       negative travel advice (level 4 [non-essential travel to certain areas is
       discouraged], 5 [non-essential travel is discouraged], or 6 [all travel is
       discouraged]), are only possible with the special permission of the IP
       Director. He or she shall base their decision on information submitted by the
       department making the request with respect to:
        - the full text of the negative travel advice
        - the opinion of the local embassy
        - reception on arrival: traveller is accompanied by/on behalf of the partner organisation and
           accommodated with known persons or in the case of an individual travelling independently,
           in a hotel, etc.
        - the modus operandi of XXX partners, other (I)NGOs &UN organisations in the area
        - information about the local security situation provided by local partners.
     The IP director is also authorised to withdraw any original permission granted
      for travel up until the actual moment of departure and/or to order travellers
      to prematurely return home if the security situation so requires.

2.2.      The Traveller
     The traveller is responsible for his or her own safety, taking into account the
      general security policy of XXX. Self-evidently, the traveller is responsible for
      their personal hygiene, including the risk of infection through sexual contact
      and other forms of infection.
     The traveller must confirm in writing prior to the first trip that he/she will
      comply with all instructions, guidelines and advice issued by or on behalf of
      XXX with respect to the security of themselves and others (including
      premature returns). The traveller must ensure he/she carries security
      documents with the corresponding list of important addresses, an identity
      card and a letter of guarantee.
     The traveller will submit the form for private travel arrangements to the
      management assistant of the department; and leave a detailed itinerary,
      copies of the XXX identity card, driving licence, passport and credit cards
      with the departmental secretary‟s office.
     The traveller must ensure as much as possible that he/she can be reached
      on location (by telephone, or in case of medium risk countries: also with a
      second means of communication such as a satellite telephone).
     Before departure, the traveller is required to familiarise him or herself with
      the local security situation and, if necessary, follow an additional induction
      course either before departure or on location. In whatever event, a
      basic/personal security course is compulsory.
     Prior to travel, it must be clear for the traveller who the contact person in
      their department is.
     The traveller is required to familiarise him-/herself with the background to
      any conflict/emergency situation and the specific risks in the field.
     If travelling to an area with its own local security focal point, the traveller will
      report to this person on arrival and make arrangements for contact during
      their stay and, if necessary, prior to departure („briefing‟).




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     When travelling to countries for which negative travel advice has been
      issued, the traveller is required to report (by e-mail) to the XXX embassy in
      the host country before travel, submitting the travel itinerary. On arrival, and
      when leaving, the traveller reports to the embassy. In countries for which no
      negative travel advice has been issued, reporting to the embassy on your
      arrival/departure is not compulsory, but recommended.
     Where there is no XXX embassy or consulate, report on your arrival to the
      UNHCR/OCHA or another UN agency (UN security officer) or acting embassy.
     If requested, the traveller explains the reason for his presence to the
      concerned authorities, partner organisations, NGOs, etc. and underlines the
      neutrality, impartiality and humanitarian nature of the relief.
     The traveller maintains contact with the programme officer at XXX and in the
      event of a deterioration in security, the traveller must notify the programme
      officer immediately.

2.3.     The programme officer
     The PO (either based in the [country office] or [regional office]) briefs the
      traveller about (changes in) the security situation, possible risks and any
      associated (precautionary) measures that can be taken
      The PO is likewise the contact person for travelling consultants..
     The PO acts as local/national contact person and vis-à-vis XXX.
     The PO is responsible for organising updated records of security
      developments in the region.
     The Country Coordinator (often also the PO) is responsible for the
      development and updating of the security plan for the area/country/region in
      question. He/she will also receive input from fellow (assistant) POs in the
      various thematic departments and, if applicable, staff deployed in the field.

2.4.     The programme manager and/or programme coordinator
     For each scheduled trip, the PM (with line responsibility for programme
      specialists (PS), PCs and heads of administrative services (HAZ)) or the PC
      (with line responsibility for (assistant) programme officers, financial officers)
      ensures that the security risks have been adequately appraised in line with
      the principles specified in section 1.2. and checks each scheduled trip
      against the conditions specified in that section.
      The PM/PC can only give permission for a business trip if the conditions and
      the principles have been satisfied. In principle, the PM/PC can obtain
      information about the security situation from the PO/CC and advice from the
      central security adviser.
     In the absence of the PM/PC, this responsibility lies with the international
      programme director or a fellow PM/PCs.
     The PM/PC checks whether the traveller is covered by insurance when
      travelling, in particular for countries with negative travel advice.
     Before travel, the PM/PC ensures that the traveller is informed about:
       - the general XXX security policy
       - any security risks in the region
       - the local security situation and the security plan,
       - any associated (precautionary) measures that need to be taken, and he/she makes sure that the
          traveller is in possession of security documents with the corresponding list of important
          addresses and telephone numbers, an XXX identity card and a letter of guarantee.
     If necessary, the PM/PC arranges with the central security adviser that the
      traveller attends a specific induction course regarding security, in addition to
      the compulsory basic/personal security course




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     If the traveller is travelling to a region which is on the list of
      regions/countries for which negative travel advice has been issued by the
      Ministry of Foreign Affairs, a decision can be taken for him/her to take a
      specific skills training course. This will deal with the following topics:
      teamwork, dealing with conflict, basic rules of security, coping with stress
      and, if necessary, specific issues like mine awareness.
     If a Central Crisis Management Team is assembled, this team will take over
      responsibility from the PM/PC and the PO. These managers may form part of
      the Central Crisis Management Team.

2.5 The central security adviser
     XXX appoints a central security adviser, who is formally accountable to the
      head of Human Resources at XXX. The security adviser only has job-related,
      advisory powers, i.e. not hierarchical.
     The [HQ] security adviser has overall responsibility for the general security
      policy within XXX in his/her expert capacity.
     The [HQ] security adviser monitors the quality of the security policy and its
      implementation and makes any necessary recommendations for amending
      this. Likewise, the security adviser implements this within XXX.
     In principle, the PO is responsible within XXX for communicating to and
      informing travellers about the special security policy for the country in
      question. The [HQ] security adviser can be asked to provide additional
      information/instructions.
     The security adviser arranges a general introductory course in security for
      new and less experienced travellers.
     If a Central Crisis Management Team is assembled, the central security
      adviser acts as secretary to the team (see 2.3) and ensures that procedures
      and Codes of Conduct, as set out in the security policy, are properly
      implemented.
     At least once every year, the [HQ] security adviser draws up a report for the
      board of directors with respect to developments regarding security for XXX,
      any security incidents and their evaluation, if necessary supplemented with
      information about general developments and/or trends.



2.6.    The XXX “Central Crisis Management Team”
     The Crisis Team is the internal XXX task force which is assembled in the
      event of a crisis as defined in the crisis management plan. In these
      emergencies, the crisis team is responsible for decision-making and
      supervises the execution of these decisions. The international programme
      director decides on the assembly of a crisis team on the suggestion of the
      programme manager.
     The Central Crisis Management Team will work in line with the Crisis
      Management Team protocol .




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