POLICY. Security Sicurezza GUIDA LINEE

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1 7 POLICY LINEE GUIDA Security Sicurezza

2 POLICY LINEE GUIDA Security Sicurezza

3 Strategies and policies centrality of MISSION Strategie e linee guida The strategic areas Mission Missione Policies Linee guida Programs Programmi Projects Progetti Mission Missione Guiding principles and codes of conduct Principi guida e codici di condotta Organizational model Modello organizzativo Procedures Procedure Environment Health Emergency and post emergency relief Children and young people Food security Social business Awareness raising and education in Europe Gestione delle risorse ambientali Lotta alle pandemie (Hiv e Malaria) e salute materno-infantile Aiuto umanitario Infanzia e giovani Sicurezza alimentare Impresa sociale e microcredito Educazione in Europa centralità della missione Cesvi exists in order to transform the values of human solidarity and social justice into humanitarian aid and development initiatives for the affirmation of universal human rights (Mission Document, 2000). With this conviction, Cesvi acts to contribute towards reaching the Millennium Development Goals, the first of which, to some extent summarizing them all, is the elimination of extreme poverty. Though Cesvi is active in many areas, some years ago the organization identified some key sectors that characterize its commitment to reducing world poverty: health (in particular of mothers-children, and the responses to the great pandemic diseases like Aids and malaria); childhood; food security including water and sanitation; the defence of the environment and sustainable development; humanitarian action in response to emergencies caused by man and natural calamities; social business; awareness raising and education in Europe. In order to asses its own contribution in the priority sectors, Cesvi has been conducting a close analysis of the processes that can best contribute towards the achievement of the Millennium Goals. We are convinced that the challenges of the Millennium cannot be confronted only with projects guided by goodwill: intervention is required focused on a real and lasting change in the causes of poverty. It is therefore necessary to accompany the action also with political reflection and improvement of management. As a response, Cesvi initiated a reflection process in order to better define its own policies and organizational procedures in humanitarian aid and cooperation activities. Cesvi Policies and manuals constitute the cultural, ethical and organizational reference for the creation of articulated programs, addressing an area, a sector, or a part of the same, with the aim of concentrating the Cesvi s efforts on certain precise issues. I settori strategici Cesvi esiste per trasformare i valori della solidarietà umana e della giustizia sociale in opere di aiuto umanitario e di sviluppo per l affermazione dei diritti universali dell uomo (Documento di Missione, 2000). Con questa convinzione, Cesvi agisce per contribuire al raggiungimento degli Obiettivi del Millennio, il principale dei quali, che un po li riassume, è sradicare la povertà estrema. Pur essendo un organizzazione attiva in molti ambiti, Cesvi, da alcuni anni, ha individuato alcuni settori di punta che caratterizzano il suo impegno per ridurre la povertà nel mondo: la salute (in particolare quella materno-infantile e la risposta alle grandi pandemie come Aids e malaria); l infanzia; la sicurezza alimentare che include l acqua e l igiene ambientale; la difesa dell ambiente e lo sviluppo sostenibile; le azioni umanitarie in risposta alle emergenze causate dall uomo e dalle calamità naturali; l impresa sociale e il microcredito; l educazione in Europa. Al fine di valorizzare il proprio contributo nei settori prioritari, Cesvi ha avviato un attenta analisi dei processi che possono meglio contribuire al raggiungimento degli Obiettivi del Millennio. Siamo convinti che le sfide del millennio non possano essere affrontate solo con opere guidate dalla buona volontà: servono interventi che puntino ad un duraturo e reale cambiamento delle cause della povertà. È pertanto necessario accompagnare l azione con la riflessione e il miglioramento gestionale. Per questo Cesvi ha avviato una riflessione per definire meglio le proprie Linee guida (Policies) e modalità organizzative nell attività di cooperazione e aiuto umanitario. Policies e manuali Cesvi indicano i contenuti e costituiscono il riferimento culturale ed etico per la creazione di programmi articolati, riguardanti un area, un settore o una sua parte, al fine di indirizzare l operato dell organizzazione in alcuni ambiti precisi. 2

4 Policies, Manuals and Other Publishings* Linee guida, Manuali e altre Pubblicazioni* Security & Safety Handbook, 2003 (only in English) Manual for Visibility and Communication, IV Edition 2005 (I Edition 1999) Manuale per la Visibilità e la Comunicazione, IV Edizione 2005 (I Edizione 1999) Audit charter (2006) Procurement Procedure (I Edition 2004, revised edition 2005, II edition 2007) Procedura Acquisti (I Edizione 2004, rivista nel 2005, II edizione 2007) Managing and Account Project Reporting Procedure (2006) Procedura di gestione e rendicontazione progetti (2006) Children and young people Policy (2006) Linee guida sull infanzia e i giovani (2006) Position paper on child labour (2006) Linee guida sull eliminazione del lavoro minorile (2006) Houses of smiles Policy (2006) Linee guida sulle Case del Sorriso (2006) Policy for the use of images of children and young people (2006) Linee guida sull utilizzo di immagini di bambini e giovani (2006) Privacy Policy (2006) Documento programmatico sulla sicurezza (D.L. 196/2003) (2006) Lella Costa - Maurizio Carrara, Ho abbracciato il Dugongo. Il mondo visto da vicino, Melampo Editore (2006) Management of relationships with individual donors (2007) Gestione delle relazioni con i donatori individuali (2007) Risk Evaluation Document (2007) Documento di valutazione dei rischi (in ottemperanza al D.L. 626/94, T.U. 81/2008) (2007) Health Policy (2007) Linee guida sulla Salute (2007) Human Resources Policy and procedures (2007) only for internal use Politica e procedura per le risorse umane (2007) solo per uso interno Human Resources Policy and other staff policies and codes (2008) Linee guida Risorse Umane e altre Linee guida e codici per lo staff (2008) Press Office Handbook (2009) Manuale ufficio stampa (2009) Security Policy (2009) Linee guida Sicurezza (2009) *For more details about Cesvi s Publishings see and *Per maggiori dettagli sulle pubblicazioni Cesvi si veda: e Security Policy Linee guida Sicurezza Coordination/Coordinamento: Stefano Piziali Editing: Nicoletta Ianniello, Rosa Ullucci Photo credits: Cesvi archive Thanks to: Alessandro Banchelli, Giovanni Diffidenti, Cristina Francesconi, Livio Senigalliesi Cover photo: Giovanni Diffidenti

5 Table of Contents Introduction Our mission Human resources Why a Security & Safety Policy? Cover, extension and policy type Cover Extension Type Basic principles Definition of security Primacy of life Right of withdrawal Exceptions Appropriate strategies and risk analyses Strategies available to ngos Risk analysis process: basic components Legal framework Legislative decree tu 81/2008 Responsibility, parties and tools used in security management Responsibility and interested parties Rspp Competent doctor Security advisor Other parties involved Country security manager Crisis management team Organisational tools and systems for security management Risk valuation document Echo generic security guide 2004 and cesvi security handbook 2003 Risk analysis: country traffic light Risk analysis: the ngo s profile in the country Risk analysis: acceptable risk Health protection and emergency plan Country security plan Annual security report and budget Training Accident and incident analysis Insurance Actors and specific situations Local staff involvement Health General principles Malaria Stress and trauma management Pregnancy Use of deterrence systems and instruments Weapons Armed guards Use of private security companies Critical situations management Attacks, arrest Abduction and kidnapping Evacuation Administrative aspects and sensitive data Money transfer and management Document and information protection Communications Principles, means and methods Debriefing and hand-over Transport Car and motor vehicle use Flights Sites and premises selection Photography and relations with the media Co-ordination Joint security management Eisf Italian foreign office crisis unit United nations agencies Civil and military relations (cmr) Relations with local authorities Visitors, family members, accompanying persons Financing of security measures Benchmark Policy approval, monitoring and reviewing methods Suggestions Attachments Accident incident report form Early warning Health protection and emergency plan contents Country security plan contents Annual security report contents Jd security advisor Jd country security manager Information note regarding risks of infection from malaria Cesvi staff all over the world have contributed to the drafting of this document. Special thanks go to: Manuela Corda, Maria Copani, Jean Renouf (EISF), Andrea Ferrari-Bravo, Gianluca Galli, Giorgio Ponti, Sara Masper, Mauro Modena, Martin von Braunmuhl, Flavio Ambrogiani, Daniele Panzeri, Silvia Risi, Piersilvio Fagiano, Paolo Cattini, Giangi Milesi, Roberto Pogna, Simona Stella, Rosa Ullucci. 4

6 Sommario Preambolo La missione Le risorse umane Perché una Policy sulla sicurezza e la protezione? Copertura, estensione e natura della policy Copertura Estensione Natura Principi fondamentali Definizione di sicurezza Primato della vita Diritto al ritiro Eccezioni Strategie appropriate e analisi dei rischi Le strategie a disposizione delle ONG Il processo di analisi dei rischi: elementi di base. Riferimenti legislativi DLGS TU 81/2008 Le Responsabilità, i soggetti e gli strumenti nella gestione della sicurezza Le Responsabilità e i soggetti interessati Rspp Medico competente Security advisor Altri soggetti coinvolti Country Security Manager Team di Crisi Strumenti e sistemi organizzativi per la gestione della sicurezza Documento di valutazione dei rischi (DVR) ECHO Generic Security Guide 2004 e Cesvi Security Handbook 2003 L analisi dei rischi: il semaforo Paese Analisi dei rischi: il Profilo della ONG nel Paese Analisi dei rischi: rischio accettabile Il piano di protezione e di emergenza sanitaria Piano sicurezza Paese Relazione annuale e budget annuale sulla sicurezza Formazione Analisi incidenti Assicurazione Attori e situazioni specifiche Coinvolgimento dello staff locale Salute Principi generali Malaria Gestione dello stress e dei traumi Gravidanza Uso di sistemi e strumenti deterrenti Armi Guardie Armate Uso di società di sicurezza private Gestione di situazioni critiche Aggressioni, arresto Rapimento e sequestro Evacuazioni Aspetti amministrativi e dati sensibili Trasferimento e gestione di denaro Protezione dei documenti e delle informazioni Comunicazione Principi, mezzi e modalità Debriefing e hand over Trasporti Uso di auto e motoveicoli Volo aereo Selezione siti e locali Fotografia e relazioni con i media Coordinamento Gestione congiunta della sicurezza Eisf Unità di Crisi del Ministero degli Affari Esteri Italiano Agenzie delle Nazioni Unite Relazioni civili e militari Relazioni con autorità locali Visitatori, familiari, accompagnatori Finanziamento delle misure di sicurezza Benchmark Modalità di approvazione, monitoraggio e revisione della Policy Suggerimenti Allegati Scheda segnalazione incidenti Allerta rapida Indice Piano di protezione ed emergenza sanitaria Indice Piano di sicurezza Paese Indice relazione annuale sulla sicurezza JD Security Advisor JD Country Security Manager Informativa sui rischi da infezione malarica La redazione di questo documento è frutto di un lavoro collettivo al quale ha contribuito lo staff Cesvi in tutto il mondo. Un ringraziamento particolare a: Manuela Corda, Maria Copani, Jean Renouf (EISF), Andrea Ferrari-Bravo, Gianluca Galli, Giorgio Ponti, Sara Masper, Mauro Modena, Martin von Braunmuhl, Flavio Ambrogiani, Daniele Panzeri, Silvia Risi, Piersilvio Fagiano, Paolo Cattini, Giangi Milesi, Roberto Pogna, Simona Stella, Rosa Ullucci. 5

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8 Security POLICY

9 INTRODUCTION Our mission Cesvi s aid operations are aimed at ensuring survival and overcoming emergencies. It also undertakes rehabilitation and reconstruction operations in countries which have experienced serious crises and, last but not least, it also organises programmes and development co-operation projects. Cesvi is convinced that humanitarian aid and co-operation activities not only help those in the poverty trap or victims of calamity, whether natural or manmade, but also foster the well-being of the whole of mankind. Humanitarian aid and co-operation activities are performed by people for people. Human resources, well-prepared and capable of operating in inhospitable and dangerous situations, are what NGOs are really specialised in. Human resources The effectiveness and success of development and humanitarian aid initiatives especially depend on the contribution of the whole staff. The work of an organisation operating in emergencies and development places great pressure on its staff. The Cesvi HR Policy therefore recognises its responsibility in guaranteeing the physical and psycho-social wellbeing of its staff, before, during and after working with Cesvi 1. Cesvi supports the Code of good practice in the management and support of aid personnel and has obtained the Committed to People in Aid 2 quality mark for the high quality of its HR management. Why a security & safety policy? Due to the fact that Cesvi can find itself operating in complex situations involving significant risks, the security, health and safety of Cesvi staff are considered a fundamental responsibility which requiring a suitable policy. In recent years the humanitarian space has been considerably reduced. Cesvi claims the right to act with humanity, neutrality, independence and impartiality 3. But this right is no longer guaranteed to NGOs in different contexts: aid 1. See HR Policy and other Staff Policies and Codes Cesvi, For further information please see People in Aid: 3. The four cardinal principles of humanitarian aid according to the International Red Cross Code of Conduct subscribed by Cesvi in workers have to face increasingly serious risks in order to carry out their mission, in both emergency and development programmes. Having subscribed to the People in Aid Code of Good Practice in the management and support of aid personnel, Cesvi believes that the responsibility of taking all appropriate steps to guarantee the security and safety of its staff is of primary importance (duty of care). This Policy is the main tool in the implementation of this responsibility. Cover, extension and policy type Cover This security policy regards all Cesvi staff: headquarters, expatriate, local, full-time and casual staff, consultants on short- or long-term missions, family members duly authorised to accompany or visit staff during missions, authorised visitors, volunteers in the field and interns and any other person working formally and directly together with the NGO. Cover does not include the following: staff of other NGOs, staff belonging to agencies and governments, company managers and employees, even when involved in Cesvi programmes in some way (these actors are considered external interested parties) 4. Extension Cover is extended to the persons, property, resources, documents (also administrative) belonging to or available to Cesvi abroad, in all its programmes and under any circumstances. Italian law, TU81/2008, which guarantees the security and safety of staff at the workplace in Italy is taken into account by this Policy solely where applicable to activities abroad. This Policy does not regard donor relationships, communications, nor does it concern the protection and promotion of the NGO s reputation and public image, which is dealt with in other documents However, any conduct or decision of external interested parties which places Cesvi staff, property or resources at risk, shall be duly dealt with by the Cesvi staff; so that risk is minimised as far as possible both for themselves and Cesvi. 5. Manual for Visibility and Communication, IV Edition (2005); Policy for use of images of children and young people (2006); Privacy Policy (2006); Management of relationships with individual donors (2007) etc. All documents available in English and Italian. 8

10 Type Acceptance of the Security Policy is not an option, but is compulsory and concurrent with the start of any kind of work with Cesvi. The Policy is therefore binding on all the persons it addresses. Any breach of the security guide lines shall be considered a disciplinary offence and shall be dealt with as specified in the Staff Code of Conduct and the Transparency in managing complaints procedure 6. Basic principles Definition of security The aim of this Policy is to enable Cesvi to operate in the best way possible while pursuing the aims of its projects and programmes. The objective is to offer the highest possible levels of security and safety to all its staff, without damaging the recipients of the programmes and other interested parties involved in activities in the field (donors, suppliers of services, etc.). Safety and security are obtained following a valuation of risks existing in any given context when: - staff are protected and able to operate in safety; - property and resources (equipment, financial, local, documentary resources) are protected - and all of these at the highest possible level. The execution of the security measures contained in this Policy and related documents does not weaken the attainment of the aims of the development cooperation and humanitarian aid. Nor does it jeopardise the effectiveness and the efficiency of the programmes and projects, but actually makes their achievement more feasible and increases their quality. Primacy of life Decisions and actions regarding staff security, protection and health take precedence over all activities aimed at preserving property, equipment, financial resources, documents or infrastructure. Risk level and right of withdrawal Staff are always informed beforehand of the level of risk of any given mission and have the right to withdraw at any moment. In the interests of security and following co-ordination with their operational contact person, any member of staff (regardless of their functions or the opinion of the Cesvi Security Advisor or their own contact person), may decide to withdraw from an area or interrupt an activity. Cesvi will do everything possible to facilitate the withdrawal and will not charge the mem- ber of staff in question any cost incurred in the withdrawal stage. Staff who do not feel able to cope with the level of risk of a certain activity or position may ask their own contact person to assign them to other activities or positions. The terms of the contract being understood, Cesvi will do anything in its power to comply with such request. Exceptions Any exceptions to the conditions of the Security Policy may be authorised solely in writing by the President (legal representative) and by the General Manager to the Security Advisor and the interested parties. Appropriate strategies and risk analyses Strategies available to NGOs Only a few years ago no suitable idea of security existed for NGOs or their operations. In the last decade, however, detailed studies developed mainly by NGOs themselves, have enabled NGOs to choose suitably specific approaches in promoting and providing the highest degree security possible for its staff. The three possible security approaches identified for the development of suitable risk management are consensus, protection and deterrence. Consensus is unanimously considered by all NGOs to be the approach that suits the aims of humanitarian and co-operation organisations best. As to realise a good development or emergency operation it is fundamental the creation of consensus, so to get high levels of protection and security NGOs must earn themselves a positive image from projects recipients, social groups and local authorities. Consensus is not just something that happens on its own, however, but is part of a complex strategy, the success of which depends on: the reputation of the NGO and its credibil- 6. See: HR Guide Policy, Cesvi The Operational Contact Person (the Contact) is the person, indicated in the document formalising the worker s relationship with Cesvi (employment contract, voluntary worker contract, etc.) or in the Job description, to whom the worker must answer during operations. 9

11 ity as a development and humanitarian aid actor; the quality of the staff selected; the reputation and reliability of the partners and local actors working together with the NGO; the quality and importance of the programmes effected; the ability of the NGO to communicate what it is doing in all ways: reports, visibility, media use, administration, HR management etc. The attitude of the local population towards international organisations with which NGOs are often compared must also be taken into account. An organisation which has attained the highest degree of acceptance possible in the area where it operates is generally a protected organisation, safe from the majority of risks. It can count on numerous protective factors offered by the community where the NGO operates. This is rarely enough to guarantee maximum security, however, where risks that require different solutions exist: for example, an area with a high frequency of natural calamities or an area with the presence of criminal groups indifferent to the NGO s role. Protection is the second most wide-spread approach adopted by the majority of NGOs. Protection covers all those procedures or means aimed at guaranteeing protection from possible threats, by acting on the vulnerability of staff, property, tools, documents and infrastructure subject to these threats. This type of approach does not act so much directly against the risks present in the area, but attempts to reduce or eliminate their impact by openly protecting the NGO and acting on its vulnerability. An example of this type of approach are the measures taken to protect premises by NGOs, such as window bars, night-time lighting etc., or those regarding transport and communications, such as modern, secure vehicles or reliable communications systems. Regulations governing local and expatriate staff conduct are also regarded as protective measures. In various countries, however, NGO neutrality is unrecognised. NGOs are increasingly seen as a desirable target for a whole series of groups. The number of humanitarian actors who have been the victims of deliberate aggression, abductions and attacks, etc. has grown enormously in recent years and these are now considered the main risk factor for humanitarian staff. Various NGOs have therefore also felt nec- essary to include a deterrence-based approach in dealing with the risks, such as the use of armed guards, escorts, threats to abandon the area and suspend programmes and aid or the use of private security companies, etc. A deterrence is therefore a counter-threat expressed in legal, economic, political or military terms. Its purpose is not so much to act on risks generally and implicitly, or explicitly on vulnerability, but to use a counter-threat openly to halt or slow down the original threat. Cesvi recognises that all three approaches described briefly above offer a wide range of possibilities for the best possible management of NGO security, but emphasises that in the majority of the areas where it operates, a combination of the first two, consensus and protection, is more than enough to guarantee an adequate degree of security. It does not exclude the need for a strategy taking into consideration the use of a deterrence, however, in certain circumstances and within the limits imposed by this Policy. Risk analysis process: basic components In order to define the right security measures for a given context, a Risk analysis must be performed. Variables to be calculated are potential Impact and Probability of the Threats occurring at any time or place, and Vulnerability. It is important to understand how NGO can limit its vulnerability so that the consequences of threatening events may be reduced or eliminated 8. The risk analysis must lead to the implementation of a series of mitigating measures, as per the approach chosen by the NGO. These measures may have the purpose of reducing the NGO s weaknesses, increasing its strengths, changing its activities and/or changing its operations area, etc. No security measure can generally cover all risks. The best solution is a combination of different actions. They generally include the following: - withdrawal: no further action; - control: use of preventive measures against or risk mitigation; - distancing: temporary distancing of the threatened target; - transfer: the risk is shifted to other actors (insurance companies, sub contractors, partners). This last option should be considered extremely carefully, because Cesvi keeps the 10

12 moral responsibility for assessing the consequences of the transferred risk. The decision to run a mission by remote control or distance management is always taken at the highest level, therefore (President and General Manager), because it implicates the transfer of the risk to local partners or operators. Legal Framework Legislative Decree TU 81/2008 Cesvi observes the provisions of Italian Law 626/94, now revisited and widened by Legislative Decree TU 81/2008, which specifies measures for the security and protection of staff of all Italian profit, non profit, private and public organisations. Cesvi headquarters have consequently provided themselves with a Risk Valuation Document. A Responsible of the Service of Prevention and Protec- 8. In short it can be said that: R = P x I M = R x V Where: P is the probability that an event may occur; I is the impact that such event may have; R is the total risk of such event: the greater the impact of the event the more probable, and riskier, it is; V is the vulnerability of people and all resources that may be affected by an event; T is the threat of a risky event occurring in a welldefined place and time. An example is the Cyclone Risk along the coasts of various South East Asian Countries in a certain season of the year, with a greater or lesser frequency (Probability) and a greater or lesser Impact on the coasts, depending on whether they are tropical depressions, tropical tempests or hurricanes (extremely powerful cyclones). While a Cyclone Risk exists throughout almost all the coastal area, the Threat is the specific risk of a cyclone occurring at a precise time and place, the potential damages of which affect the population in question to a greater or lesser degree according to the population s Vulnerability (they may be in stone-built houses or out in the open, or have a warning system or not, etc.). Also see ECHO Generic Security Guide: pages: 11, On 20 April It may be useful to remember the summary proposed by Medici con l Africa CUAMM, in order to understand what is meant by judgement: 1. observe and be careful and cautious; 2. pay attention to your own impressions; 3. change habits frequently (routes and times); 4. be respectful but not submissive; 5. keep calm; 6. never put your own life at risk to defend material resources. tion (RSPP) has been appointed by the Board of Directors. Also Workers Security Representative and first aid and fire prevention staff have been appointed as per TU 81/2008 specifications 9. A competent doctor has also been appointed. The qualifying courses needed to be able to perform these functions have been organised as per law. These courses are repeated at regular intervals, again as per law. The prevalently foreign location of agency operations exposing staff to risks of various kinds, has lead to the Board of Directors decision to flank the RSPP with the advice and monitoring activities of a Security Advisor. Responsibility, parties and tools used in security management Responsibility and interested parties Cesvi believes that the separation of responsibilities, communication between staff and checks on the application of measures are key factors in managing security and protection in the best possible way. All staff members are therefore called on to recognise their own personal responsibilities regarding security and safety to make contributions of their own within these three contexts. All staff must constantly be alert to questions relating to security and protection. The existence of specific services and responsible parties does not exempt any member of staff from: understanding and implementing security and safety measures; being alert to risks and security concerning their team; being responsible for their own security and that of those under their management; behaving positively as a member of Cesvi, by promoting the Cesvi Staff Code of Conduct; reporting any action or breach of the Security Policy and related documents to their Contact Person. (Also see under paragraph, Organisational tools for security management); using their judgement 10, wherever security measures are weak or inapplicable. 11

13 RSPP The Responsible of the Service of Prevention and Protection is the figure provided by Italian law to be in charge of company security problems (non profit companies included). S/He has the task of identifying dangers and eliminating any consequent risks. S/He supervises the drafting of the Risk Valuation Document, trains staff and promotes workers health. At Cesvi, the role is covered by the General Manager, nominated by the Board of Directors. In the case of operations abroad s/he is aided by the Security Advisor. Competent Doctor The competent doctor is the figure foreseen by Italian law to supervise staff health problems. Security Advisor All security measures are applied abroad by all Cesvi staff operating in close co-operation with the Security Advisor 11. The Security Advisor gives advice and support to expatriate staff, monitors the effectiveness of the security measures adopted by the NGO in the various countries where it operates, answers to the President and the RSPP, and gives the Head of Projects Department his/ her valuations; his/her JD is specified in the attachment. The Security Advisor also draws up general or specific recommendations which are shared with the Head of Project Department. These recommendations, authorised by the RSPP (General Manager), are communicated to the relevant staff. The recommendations derive from analyses of situations, incidents which have occurred or from information sharing with the security networks, with which the Security Advisor is constantly in contact. As they are issued, the recommendations become an integral part of this Security Policy. Other parties involved The security measures in Italy and in the field are applied as per Cesvi s operating structure. 11. Cesvi believes that an NGO s Security Advisor must be an expert in development co-operation trained in the various work situations of an NGO (emergency, development, logistics, co-ordination, HR management and administration). He/she should have an in-depth knowledge of the standard international security procedures drafted by the NGOs. While the General Manager (RSPP) at headquarters is therefore directly responsible for the application of security measures in Italy, security measures abroad are applied along the operational structure hierarchy, from the General Manager, to the Head of Project Department, to the Area Desk together with the Country Representative. In higher-risk countries, a specific figure, separate from the Country Representative, the Country Security Manager, is also foreseen. Towards the operating structure, the Security Advisor keeps a stimulating, addressing and checking role. Country Security Manager This is the person in charge of the management and supervision of security measures in higher-risk countries: s/he effects risk analyses, circulates information and trains staff in loco. This role cannot generally be accumulated with that of the Country Rep., unless for short periods. This means that responsibility for control, support, advice, training or representation regarding security is kept separate from other management or representation roles. It may be entrusted to expatriate or local staff with tasks of a preferably logistic nature. The Country Security Manager answers to the Country Rep., and consults and seeks advice from the Security Advisor. (For JD see Attachment). Crisis Management Team The Cesvi Crisis Management Team responds in the event of a serious crisis, accident or imminent serious threats. The Team remains active for the whole duration of the crisis and meets up informally and by any means (also electronic). It is made up of the following: - the Cesvi President, who is in charge - the Deputy President - the General Manager - the Head of Administration Finance and Human Resources - the Head of Projects Department - the Security Advisor - the Head of Fund-raising, Communication and Education department - the Legal and Organization Advisor - the President of Board of Guarantors - any other person who the President decides may contribute to the management and solution of the crisis. (For example: the Area Desk, the Country Representative, the Country Security Manager, or any other Cesvi staff member in the Country affected by the crisis). 12

14 The following are examples of the problems the Team responds to: death, serious incident or illness of a staff member; relations with the next of kin of staff who have been victims of a serious incident; disaster or other event that prevents the central or local headquarters from functioning regularly; interruption of communications with one of the foreign bases or serious IT malfunctioning at headquarters; serious fraud or theft; kidnapping; claims for damages arising from accidents. The Team also deals with any other events which the Cesvi President decides may need to be dealt with, even when proposed by other members of the Team. The President reports to the Board of Directors on the Team s activities and submits all matters regarding the latter for approval to the Board of Directors. The President may authorise the creation of a Crisis Team in loco to manage any contingent situations, by calling on the most appropriate staff to deal with the crisis in the Country in question. Organisational tools and systems for security management The most important organisational tools and systems or pre-requisites available to staff for protection and security management are as follows: this Policy, illustrating the basic guide lines and division of responsibilities; a Risk Valuation Document (solely for headquarters) as per TU 81/2008; a General Handbook regarding staff security abroad: ECHO, Generic Security Guide, 2004; a Short Handbook: Cesvi, Security Handbook, 2003; a document for brief definitions of country risks (a country s traffic light ) and definitions of the profile to be used in each Country; Health protection and emergency plans for each country; Country security plans for all higher-risk countries; Annual security report; General budget for security measures and training; Training plan; Collection and analysis of accident and incident data concerning staff; suitable forms of staff insurance and health cover for each country. Risk valuation document Provided for by TU 81/2008. Concerns analysis of risks regarding headquarters. This document is compulsory by Italian law. It is updated by the RSPP. ECHO Generic Security Guide 2004 and Cesvi Security Handbook 2003 These two documents, the former more general and complete, the latter simpler and immediately useable (a true handbook) are the main operational references regarding the management of generic security measures for all staff. In particular, staff feeling unprepared in unexpected situations can find useful check lists advising on the best action to take in one or the other of the documents. The Cesvi Security Handbook is a simple tool for the management of non-specific securityrelated situations. It is used by Cesvi as a reference handbook when more appropriate tools are not compulsory (such as the Country security plan). It has the big advantage of being available in English and French and is also easy to consult. Risk analysis: Country traffic light Risk analysis is the process that lies at the heart of the Cesvi Security Policy. Its aim is to reduce vulnerability before any concrete threats can actually occur, by dealing with the risks most likely to occur first, but without ever neglecting less probable ones, either, especially if they may have a great impact. As stated above, it is part of the Security Advisor s brief to maintain and direct this process and glean suggestions and conclusions from it. One of the risk analysis tools in Cesvi is the Country Traffic Light 12. This is a simple table where different colours (Green, Yellow, Red) indicate the different risk levels of the countries where Cesvi operates 13. The colours are assigned to a country by the Security Advisor on the basis of general and specific information collected from specialised sites, other NGOs, Cesvi staff, etc. It is updated whenever felt necessary, at least a couple of times a year, however

15 Risk analysis: the NGO s Profile in the country It is not possible to draft a Country Security Plan without establishing in advance, at the start of the mission or as soon as possible, both the project aims and limits within which the resources and the activities that the NGO intends to develop are located, and the type of visibility of the NGO in the given country 15. The Country Profile type choice (high or low project input; high or low visibility) is decided by the Head of Projects Department and the Area Desk, since it conditions the whole structure of the security measures adopted in the country from the foundations up. The decision is made together with the Security Advisor and the General Manager and may be reviewed if necessary. The choice of Country Profile implies the definition of acceptable risk level in that Country. 12. The tool is similar to others in use at other NGOs (for example, COSV: ). 13. Red indicates the presence of several high-level risks in the country. A specific Country Security Plan, with detailed recommendations regarding security and emergency management in the country, must be in force in order to deal with them, therefore. It also indicates that a member of staff has been chosen to cover the role of Country Security Manager. Staff should not be accompanied by family members during missions in these high-risk countries (no family duty station). Yellow indicates that the country is under special observation for the assessment of new risks. A specific security Plan must be introduced or the indicator must be restored to the lowest level as soon as possible. Green indicates that the country is considered a low risk destination. 14. The General Manager and the HR team take the various risk levels into account (colours) when calculating the benefits (economic or otherwise) due to staff abroad or on short missions. 15. Operating in a Country where NGO activities enjoy a wide consensus and programmes are carried out with a wealth of resources, which imply a high profile in terms of visibility and project input (numerous staff, significant economic resources, explicit and wide-spread relations with interested communities and authorities, etc.) is one thing. Quite another thing is when a low profile with little or no visibility has to be kept and project input is limited (relations solely with interested and closest groups, limited economic resources, staff reduced to the strictly indispensable, etc.). 16. The fact that an international medical evacuation is foreseen in the insurance policies stipulated by Cesvi for staff, does not imply that international medical evacuation is a particularly frequent option. Most of the time, in fact, the health resources in the area, where the Cesvi mission is operating, prove to be the most useful of all. It is important, therefore, to compile the Health protection and emergency plan of each base accurately including the health resources nearest to the Cesvi base (health Centres, other NGOs, partners, local hospitals, public and private specialised agencies or field hospitals) and not just those furthest away. Risk analysis: acceptable risk In the most critical situations, the process described briefly above also aims at the definition of an acceptable risk, that is, a threshold beyond which it would be better introduce risk mitigation s actions not to act or to withdraw: would the consequences of implementing the programme be so serious to necessitate the acceptance of a high or very high risk? have all possible alternatives been explored to attain the aims of the programmes? has every effort in terms of human and financial resources been made to lower the risk to a medium level? what strategy has been used in order to prevent non-eliminable risks from growing further? what consequences would failure to implement the programme or its interruption have? The check of the acceptable risk level is a responsibility of the Security Advisor. When in a Country, considering the programmes implemented, the assessed risks are higher than the acceptable threshold, the Area Desk and the Head of Projects Department are notified by the Security Advisor. The heightening of the threshold of acceptable risk involves Cesvi s highest ranking officers with greatest responsibility: Board of Directors, President, General Manager, requested by the Head of Projects Department or by the Security Advisor. Health protection and emergency plan This document summarises the main risks existing in the country and how to deal with them for all staff and also occasional visitors. It also includes a section indicating the Health Centres that staff can refer to and medical evacuation activation methods 16. A staff member in the country is expressly charged with preparing the contents and reviewing them regularly or whenever necessary. This is drawn up for all Countries where Cesvi operates, including low-risk countries (green or yellow traffic light ). In the event of a high-risk Country (red traffic light), the contents of the protection and emergency health plan will be found in the more detailed Country Security Plan. In the case of countries where Cesvi has several operational bases, specific recommenda- 14

16 tions regarding protection and health emergency management must be summarised in the plan for each one of them. The Security Advisor keeps records of all protection and emergency health plans. All staff members and even just visitors receive a copy of the plan when they visit the country. An example of the contents can be found in the attachments. Country security plan The Country Security Plan is an essential document for the day-to-day management of security in high-risk countries. No Country Plan is the same as any other, because each one must correspond to the specific conditions under which Cesvi operates in the country in question. Risks most likely to occur, or possibly those with greater impact are identified for the Plan by analysing the context of where NGOs work in the country, or that of a specific area. It also describes preventive measures to manage the risks or the reactions to threats that could occur. It is drafted under the supervision of the Security Advisor, who keeps the records up-to-date. Each expatriate staff member receives a copy before departure. Local staff members receive a copy from the Country security manager in loco. An example of the contents can be found in the attachments. Annual security report and budget The annual security report is drafted by the Security Advisor and summarises for the man- agement and the Board of Directors securityrelated events that have occurred during the year regarding the NGO. It is accompanied by a final balance. The Security Advisor prepares a summarised planning annually accompanied by an estimated Budget aimed at covering the general security costs sustained by the NGO headquarters. An example of the contents of the annual security report can be found in the attachments. Training The application of security measures must be sustained by a process based on participation and care, bolstered by training sessions. Cesvi is committed to drawing up a Security Training Plan. The Security Advisor is in charge of drafting and reviewing this plan, which specifies timing, contents and training recipients, delivery methods and trainer features in detail. It must also concern: basic pre-departure training for all expatriate staff (regardless of the type of employment and responsibility); specific training for staff assuming the role of Country Security Manager in loco; the possibility and the criteria allowing staff to take part in general or specific training organised by official parties, with or without Cesvi s contribution to costs; specific training for all staff, including local staff, in the countries where a Country Security Plan (high-risk countries) is in force. The Plan, reviewed whenever necessary, is an internal document and also contains at 15

17 least: information on the contents of the basic pre-departure course, of the Country Security Manager course, of the course for staff allocated to high-risk countries: timing, contents, trainers; a list of the parties offering specific training and information regarding the possibility or otherwise of using it; information about courses carried out in loco: contents, methods, trainers. The participation of family members, journalists, staff of other NGOs or others interested in the training courses held by Cesvi is subject to the approval of the Security Advisor. Cesvi sustains the costs for the training supplied by itself 17. All persons trained are obliged to contribute to the application of Cesvi security measures, within the limits of their abilities and responsibility. stipulated by Cesvi are payable by Cesvi. Staff must always provide the names of persons to be contacted in case of emergency (next of kin). Insurance cover for all staff hired in loco is defined locally, as per local laws and customs. Cesvi HR Policy also establishes that all Cesvi staff must have accident and pension insurance if it is not provided for by local labour laws. Appropriate budgets must be included in all projects. Local staff operating in areas other than their original ones (see Evacuations ) are included in the staff category paid for by Cesvi in the event of medical evacuation, through special insurance cover or ad hoc agreements with companies specialised in urgent medical evacuations. Staff should ask the HR Team or their contact person for clarification regarding their insurance cover. Accident and incident analysis An analysis of the accidents and incidents that occur most frequently to the NGO s staff is useful for improving the training and the promotion of increasingly suitable protection and security measures for dealing with the risks to which the NGO is subject. The Security Advisor s job is to keep the NGO accident and incident data base up-to-date, and also includes the drafting of a specific chapter in the annual report. Operators must, within 48 hours, communicate, directly or through their contact person, events (regardless of the cause: health, accident or violence) which have impacted the organisation in some way. If considered important, this information should be extended to facts regarding other NGOs with which Cesvi has relations in the same operational area. A simple form is available for such information. Insurance All expatriate staff operating for Cesvi (regardless of the type of employment or responsibilities) have insurance cover against illness, accidents, third-party liability, death, urgent medical evacuation, and health repatriation, which also covers cases of war 18. In the event of staff having their own insurance policies, Cesvi will assess whether to extend its own standard insurance cover, however. If not, operators will be required to explicitly waiver their right to the insurance policy offered by Cesvi. Insurance premiums 17. Journey, accommodation, teaching and teaching materials. 18. The insurance covers chosen by Cesvi are some of the best available. They also have some exceptions, however: individual staff members are responsible for checking the contents and the limits of the insurance policies concerning themselves. 16

18 Actors and specific situations Local staff involvement Defining, applying and checking security measures is never a simple or limited process: it interests all the staff and all the aspects of any Cesvi mission. Cesvi believes in training sessions to make local staff aware of their responsibilities (see HR Policy); the greatest security depends on the greatest collaboration. Local staff involvement will always be required, whether during the identification of security tools or training and application stages, right up to the checking stages. Health General principles Operational conditions expose staff to health risks. Cesvi has therefore drawn up a detailed system for the proper management of health protection. It is composed of the following: blood tests (specified by the competent doctor); a list of vaccinations recommended for each operational area; medical examination effected by the competent doctor s to establish suitability for the country of destination; doctor s check of vaccination validity; insurance; stress and trauma management methods (psychological support); rest period programming (specified in employment contracts) and R&R 19 in particularly stressful missions; social and health insurance for the local staff according with the local labour regulations. The single security tools or organisational systems (Protection plan, Security plan, etc.) for single countries must dedicate adequate attention to preventive health, diagnostic and treatment measures that can be activated for staff in local contexts (as for example the stipulation of insurance policies or agreements with local clinics). Malaria Since it is one of the most dangerous of tropical diseases, Cesvi is especially careful to inform staff destined to working in countries considered at greater risk. (See attachment). 19. R&R: Rest and Recuperation. Specific application methods are decided on a case-by-case basis (also see Human Resources Policy). Stress and trauma management Two ordinary methods are offered to staff to deal with stressful situations linked to their development co-operation activities and humanitarian aid. The operator s contact is the first person in charge of managing signs of stress or trauma. Expatriate staff can also always access an expert psychologist via the HR team, who will deal with the operator s questions with discretion. Serious episodes of a traumatic nature must always be communicated to the Head of Projects Department and the Security Advisor, who will decide whether to consult the Cesvi Crisis team. The Security Advisor checks and investigates operational conditions in order to identify the causes of stress and to prevent them. Pregnancy Working in humanitarian and development co-operation projects while pregnant does not have any effect on the results achieved, but is often inadvisable because of the environmental risks and appropriate related measures proposed to combat them, as in the case of vaccinations, which can sometimes be incompatible with the condition of pregnancy. The condition of pregnancy implies a wider and deeper assumption of responsibility by the same staff member, in order for the security measures and protection concerning them to be managed in the best possible way: preventive treatment for the international traveller: journey, stress, vaccinations, medicines; assessment of the risks specific to the area of destination; assessment of tasks. In compliance with HR Policy, Cesvi informs its pregnant staff of the general risks that they are running while simultaneously offering the maximum support possible. Use of systems and deterrence instruments Weapons Carrying weapons (fire-arms, knives, explosives) puts the position of neutrality and impartiality that Cesvi tries to maintain in all contexts at risk. The presence of weapons constitutes a risk for the security of the staff and those operating with them (programme recipients). Cesvi staff are not permitted to carry weapons, therefore. No armed person may have access to vehicles 17

19 or premises (even leased) which fall under Cesvi s responsibility. Cesvi will do everything in its power to have any type of weapon banned from any environment where the NGO operates. Armed Guards Due to the fact that Cesvi follows a non-deterrence-based security approach, it avoids using armed guards or escorts to perform its activities. In some circumstances, however, the use of armed guards may be required by governments of the countries where Cesvi operates as a precondition to authorising the NGO s operations, or they may be necessary in order to deliver urgent humanitarian aid in openly threatening situations. In such circumstances, and in all other cases where the need arises, solely the Head of Projects Department, adequately informed by the Area Desk in question and advised by the Security Advisor, may authorise the use of armed guards or escorts. Authorisation is always linked to a specific situation and cannot be generalised to include other similar situations. In no case may such guards or escorts ever be employed directly by Cesvi. They must be part of military bodies, police, or security bodies recognised by the country hosting the NGO. Use of private security companies The use of private security companies for surveillance is allowed provided that such companies have the requisites and security measures as per the previous paragraph. Critical situations management Attacks, arrest The prevention of attacks (during robberies, intimidation, sexual aggression, etc.) is an essential component of the training and protection and emergency health Plans of all the countries where Cesvi operates. To this end each Plan must include an analysis of the risks and methods of preventing them: avoid certain areas in certain hours of the day, avoid certain places, avoid routine routes etc. In the event of attacks against a staff member, the persons informed of the facts, that is the person with the highest degree of responsibility in the country, must send a detailed report to the Security Advisor, so that actions can be put in place to prevent similar events occurring in the future. In the event of the arrest of any expatriate staff members, Cesvi will inform the consular authorities and decides on the action that will achieve their release in the shortest time possible. It will also contact a lawyer to assist in the case, if necessary. It will also see if conditions exist to inform the International Red Cross. Similar actions are put in place for local staff. Abduction and kidnapping Abduction and kidnapping are two of the most serious threats facing NGO staff. Cesvi s basic training for staff leaving for countries where this risk is wide-spread includes a specific section on how to deal with or prevent this occurrence. The Country Security Manager is responsible for implementing a training session in loco for all local staff. Should a Cesvi staff member be kidnapped, Cesvi headquarters must be informed as quickly as possible. Cesvi President will activate the Cesvi Crisis Team to organise any of the following: contacts with family members; contacts with the relevant authorities (including the Foreign Office Crisis Unit, if necessary); if necessary, the choice of a mediator; if necessary, contacts with the media; choice of the best strategy to interact or otherwise (if necessary) with the kidnappers, even when no specific ransom request has been made. Evacuation Every Security Plan should include specific information on the proper management of an evacuation and its preliminary stages, by taking the specific conditions of the Country in question into consideration. The Plan must also include the following lists: a list of expatriate staff; a list of local staff living and operating in the area where they have been hired; a list of local staff operating in any area other than that where they have been hired or from where they come. The evacuation plan must include specific implementation methods for each staff category. Cesvi is responsible for the evacuation of expatriate staff, which will follow the indications contained in the Security Plan of the area in question or other methods defined by Cesvi. Cesvi is not responsible for the evacuation of Cesvi staff who come from the area where they are operating. However, if specific risks for the safety of this staff have been identified in advance, Cesvi will do everything possible to 18

20 facilitate their evacuation to protected areas, by using the resources of the Country in question. Cesvi is responsible for the evacuation to safe areas of its national (local) staff operating far from the area where they come from. All the above-mentioned staff categories will be informed of the procedures to be followed in the event of evacuation as per the category to which they belong during the security training sessions in loco. The ECHO Generic Security Guide and Cesvi Security Handbook documents include useful recommendations for the management of the different and most common situations, however. Staff must refer to the Security Advisor for any other information. In all cases evacuation procedures must identify at least the following: property, equipment, documents and staff to be evacuated in the event of pre-evacuation (non-indispensable staff and property and resources difficult to evacuate in cases where the situation is deteriorating rapidly); which staff, with what resources and responsibility are left in loco; the amount of the salary to be paid in advance to the local staff (number of months); programme suspension methods. As mentioned at the start of this Policy, no operator, whether local or expatriate, may be pressurised into continuing to work for Cesvi. Good selection and monitoring of staff skills and results should easily identify those that can be counted on in critical situations. 20. The pre-evacuation happens when the situation in a Country is deteriorating but there is still sufficient time to evacuate non-indispensable property and staff. 19

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